are many dynamics at play when working with complex issues that arise in organisations. As shown in the diagram below, when we work together in the
supervisee/supervisor relationship we are taking into account our past and
present history, the culture we come from and our script (how we made decisions
and sense of the world around us as we were growing up).
We also take into account the interactions from the 'other'. The
colleague, employee, manager, boss, student, parent ... who is impacting on the relationship
and might be the reason for the conflict or difficulty - the reason for
the supervision. The 'other' also has their own past
and present history as well as their culture and script - known and
I also take into account potential conflicts
of values, philosophical perspectives and ethical issues and could be impacting
on the relationships and dynamics.
This process, supervision, allows time to reflect and find meaning within the
dilemma so the supervisee develops awareness as well as
solutions. As well we are looking for ensuring a 'safe and ethical' practice and one where successful and effective outcomes are apparent.
Various models give supervision a framework in which to work with the issues. One of the models is the diagram below: