“This book is well-written, well-organized, and presented in a rational and systematic manner. The subject matter of the book is well-grounded in theory and a superb analysis of the literature is presented. The literature review is comprehensive, well-integrated, and provides a substantive synthesis of a voluminous body of published material. It makes important contributions to professional supervision practice and research in human service organizations.”
—Roosevelt Wright, Jr., Ph.D., University of Oklahoma
“Graduate students, upper level undergraduate students, and college-educated practitioners would find this text both accessible and interesting. The discussion questions at the ends of the chapters are very helpful in further allowing immediate application of the ideas that were presented. It is a well-designed and well-written text.”
—Miriam Johnson, University of South Carolina
Supervision as Collaboration in the Human Services: Building a Learning Culture integrates the latest thinking in the human services to provide supervisors and those preparing to become supervisors with a new approach to the important skills and knowledge needed for effective practice in the 21st century. While it builds upon past efforts to define the principles and practices of supervision in the human services, it seeks to chart new territory that reflects the changing nature of organizational life. Supervision as Collaboration in the Human Services uses a framework that features the key aspects of a learning culture, the process of organizational learning, and the roles that supervisors can play in transforming traditional human service organizations into learning organizations. Chapter authors are authorities in their respective areas of practice and have shaped their chapters around this framework.
The editors have divided the experientially focused chapters into sections that feature the collaborative and interactional nature of supervision, the managerial nature of the supervisory role, the analytic nature of supervisory practice, and the unique practice settings that affect the nature of supervision. The chapters include case vignettes and discussion questions.
This book is ideally suited as an essential core text for graduate and undergraduate students of social work and counseling, as well as a much-needed reference for human services supervisors and practitioners.
Chapter 9: Ethical Decisions and Risk Management
Ethical Decisions and Risk Management
Gina Meyer was the clinical director of the Woodcrest Community Mental Health Center. The mental health center served a large metropolitan area with a population in the vicinity of 425,000 people. Ms. Meyer supervised a professional staff that included 17 master's-level social workers, 23 bachelor's-level social workers, and 7 mental health counselors. The mental health center provided a wide range of services, including individual, couples, family, and group counseling; case management and group home services for people with chronic mental illness; foster care services; substance abuse counseling; and crisis intervention.
Ms. Meyer had become an enthusiastic proponent of the “empowerment” and “strengths” perspectives in the delivery of human services (Rapp, 1998; Saleebey, 1997). She believed strongly ...