I have personally found peer supervision groups to be a wonderful way to learn from others. I come away feeling inspired by other perspectives, being reminded that we are not alone in a line of work that can often make us feel isolated. Common challenges, however, include dominance by certain members
reading a new client’s presenting issue is that it is simply impossible to properly address it in the four allocated sessions that employees typically receive. There are some clients I feel uneasy saying ‘yes’ to for this reason, but I want to stay on the right side of the EAPs and make sure work continues to be sent my way as I rely on the income. I tell myself that at least the clients get a positive experience of counselling and that I can offer them some signposting for longer-term work. However, I do wonder whether in some circumstances (processing the impact of childhood trauma, for instance) short-term work may do more harm than good. How can I ensure clients are safe but also keep the work? Deadline: 6 June this supervisee be communicating a desperate and self-sabotaging need to be heard on behalf of clients they are working with or in relation to systemic pressures in their workplace? Groups are wonderfully vibrant, messy, dynamic systems. To harness the full potential of supervision groups we will do well to do all we can to remain curious, compassionate and humble but also to have brave hearts, with a shared intention to support and challenge each other’s continued learning. Dr Aisling McMahon is a clinical psychologist, integrative psychotherapist, group analyst and Assistant Professor of Psychotherapy at Dublin City University, Ireland. With Peter Hawkins, Aisling is co-author of the Supervision in the Helping Professions (5th ed) (Open University Press). REFERENCE 1. Tuckman BW. Developmental sequence in small groups. Psychological Bulletin 1965; 63(6): 384–399 .
can o ff er support, containment, healthy challenge, and inspiration that can greatly enrich and enliven our working lives. A healthy peer group will include explicit consideration of how group dynamics will be attended to during initial contracting and agreement of ground rules, as well as during regular reviews of the group’s work. The introduction of a new member is also an important time to review and discuss how group dynamics are attended to. Some theoretical knowledge is needed so that group members are informed about unconscious or implicit dynamics that are likely to be operating in the group while they work together. For instance, it would be helpful for this group to think together about the developmental stage the group is currently in. It seems that the group had developed strong norms about how they worked together and managed their time (Tuckman’s ‘norming’ stage), but some new ‘forming’ and ‘storming’ is now occurring with the change in membership. 1 Any change in a system usually leads to some destabilisation and regression, and knowing this can help the group members to hold their nerve and allow time to fi nd a new and potentially more productive balance. Changes in membership can also heighten individuals’ concerns about how their needs will be met in the group, particularly core needs for belonging and for agency. This can lead to some acting out for all, including overactivity or passivity. The dilemma of ‘the monopoliser’ is not uncommon in supervision and therapy groups, but all group members will be contributing to this dynamic. There is an anxious reluctance to speak about it in this peer group, with frustration being split o ff and expressed externally. This indicates that this group may struggle with o ff ering challenge in their work together, and both challenge and support are needed in a well-functioning supervision group. Gaining experience in working with di ffi cult dynamics in supervision will also
We welcome members’ responses to upcoming dilemmas. You don’t have to be an expert – if a question resonates with you, do share your experiences or reflections with your peers. We welcome brief or longer responses (up to 350 words) by the deadline below. Email your response or any questions to therapytoday@thinkpublishing. co.uk Should I turn down EAP clients with serious presenting problems? (September 2024 issue) I work with several EAP providers and often my first reaction when enhance the members’ capacity to do so in their psychotherapy relationships. Sensitivity, good timing and humility will be needed, embodying an attitude of genuine curiosity about everyone’s experience and responsibility in the group rather than judgment of one person’s behaviour in isolation, thus leading to scapegoating. For instance, over-talking is often an indication of insecurity about being heard or cared about – could it be part of the dynamic that others are missing the group member who left and are unconsciously not connecting to the new group member? When there is an uncomfortable dynamic in supervision it is also always valuable to consider what may be being unconsciously replicated from the supervisee’s work context – could HOW WOULD YOU RESPOND?
The dilemmas reported here are typical of those worked with by BACP’s Ethics Services. BACP members are entitled to access this consultation service free of charge. Appointments can be booked via the Ethics hub on the BACP website.
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THERAPY TODAY
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