Explain how to address power imbalance in your own supervision practice
At St Mary’s most staffs are aware of the need to supervision in a clear management. Meeting staff at their level is a wise option as it cancels out a high ranking staff member portraying a power imbalance situation that may lead to disrespect from the staff (Davys, ;Beddoe, 2010). Supervision should be seen as a managing function process anticipated to promote the institutional goals and achievement and to promote capabilities of staffs professionally and personally.
As a unit manager when I do supervisor I agreed to document the information regarding the session using a standard format. I give guidance and training in order to help staff to improve their practice. I offer advice, support, and supportive challenge to enable staff to reflect in depth on issues affecting their routine. I also recognize when staff are working to a high standard. I will respect staff’s confidentiality unless they reveal any unsafe, unethical or illegal practice. If this occurs I will attempt to persuade and support staff to deal with the issue directly myself if that is a safe course of action. If I remain concerned or staff are on unwilling to go through the appropriate procedures to address this, I will reveal the information only after informing staff that I’m going to do so. I will take appropriate action if staffs repeatedly fail to attend session. Be committed to continually developing myself and use my own clinical supervision support and develop my own ability as a supervisor and clinician, without breaking confidentiality.
By carrying out supervision take into account a staff knowledge, skills and abilities. Supervision meetings will enable staff to develop agreement work and learning and developing and expand knowledge and skills. Identify learning and development needs.