Supervision, Role Strain and Social Services Departments

Correspondence to Department of Social Work and Social Administration, University of Western Australia, Nedlands, Western Australia, 6009 Summary The paper analyses the potential for ambiguity and ambivalencetowards the supervision of practice in social services departments.While supervision may be integral to much social work practicein clinical settings, the culture and tradition of supervisionin social services departments looks to be permeated with confusionabout ‘supervision’ or ‘consultation’,the nature of accountability and the functions of supervisionof qualified and experienced practitioners. To move beyond anideology prescribing supervision, the paper considers evidenceof the effectiveness of supervision practice, analysing thetransition from practitioner to line-manager/supervisor andthe subsequent strain on the supervisor's authorities of positionand of expertise in some current arrangements for supervisionin field-work ‘teams’. Finally, there is an unequivocalassertion that effective supervision is an essential componentin the monitoring of client service and the maintenance of practitionersengaged in stressful forms of practice. Such supervision needsto recognize the managerial and administrative tasks necessaryto protect the agency and the client from poor quality practice,while also respecting the emotional and educational needs ofnewly qualified and experienced practitioners exposed to thedemands of high-risk judgement and practice.