ABSTRACT

Counselling supervision is an expanding area, as increasing numbers of counsellors enter the profession and require supervision on a regular basis. Counselling Supervision in Organisations seeks to provide a model of counselling supervision within organisations, enabling supervisors, counsellors and their line managers to work effectively within organisational cultures for the benefit of all parties in the working alliance.

Drawing on her own research, Sue Copeland explores both counselling and supervision cultures and their fit with various organisational cultures. The dilemmas that often arise from a clash between differing cultural norms are discussed in relation to the supervisory process. From securing a supervisory position, contracting for the work, reporting back to the organisation, assessing the work and ending the relationship, through to an in-depth consideration of the supervisory work embedded in a good working relationship, her model provides a blueprint for the supervisory process.

The model described in Counselling Supervision in Organisations brings together the cultures of counselling and supervision and their relation to organisational cultures. It will provide a unique resource for counsellors, trainee and professional counselling supervisors and their line managers.

chapter |5 pages

Introduction

part I|28 pages

Part I Supervision in organisations

part II|34 pages

Part II Supervision in organisations

part III|121 pages

Part III Supervision in organisations

chapter Chapter 5|12 pages

Securing a supervisory Position

chapter Chapter 6|19 pages

Contracting for the supervisory work

chapter Chapter 8|22 pages

Doing the supervisory work

chapter Chapter 9|16 pages

Reporting back to the organisation

chapter Chapter 10|13 pages

Evaluation, assessment and accreditation