Barriers to Successful Supervision (Sellers et al.) Flashcards

1
Q

Problems may become evident throughout the course of supervision that are related to the supervisory relationship itself. All of the following examples of this are provided by the authors:

perception of favoritism among supervisees
supervision is avoided due to a history of aversive interactions
resistance to accepting ________

A

feedback

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

An effective supervisor consistently evaluates the quality and health of the supervisory relationship so that problems can be detected before they negatively impact consumers. Which of the following strategies are offered in this regard?

(Select all that apply)

The supervisor should look for behaviors that may indicate a problem such as canceling meetings, emotional responses to feedback, or being less talkative than usual.

The supervisor can collect data if the behaviors of concern are able to be operationalized or can write anecdotal notes after each meeting.

The supervisor should begin each meeting by asking the supervisee how things are going related to the supervisory relationship.

The supervisor can ask about past supervisory experiences if and when problems arise.

A

The supervisor should look for behaviors that may indicate a problem such as canceling meetings, emotional responses to feedback, or being less talkative than usual.

The supervisor can collect data if the behaviors of concern are able to be operationalized or can write anecdotal notes after each meeting.

The supervisor should begin each meeting by asking the supervisee how things are going related to the supervisory relationship.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

-Increase the frequency of feedback for which the supervisee currently accepts feedback well and deliver positive feedback for accepting the feedback and making the needed changes.
-Include empathetic and supportive statements.
-Follow feedback sessions with opportunities for the supervisee to practice, followed by praise from the supervisor.
-Check in with the supervisee soon after the feedback is given to communicate to the supervisee that her or she is valued.

Delivering feedback in a respectful and supportive way may increase the acceptance of the message. All of the above are strategies that are suggested to increase the acceptability of _______ feedback.

A

corrective

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

If problems arise, the supervisor should assess his or her behavior towards the supervisee. Which of the following examples could be considered?

(Select all that apply)

Be more timely and organized.

More opportunities for practicing skills might need to be provided.

More effective corrective feedback might need to be provided.

Provide more reinforcement.

A

all of the above

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

-Define the behavior of concern.
-Determine the conditions under which the behavior is likely to occur or not occur.
-Identify the relevant reinforcer maintaining the problematic behavior.

All of these are recommended when issues appear to stem from ______ skill deficits.

(Hint: whose behavior?)

A

supervisee

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

f-ailing to follow through with obligations
-blaming the supervisee
-taking credit for the supervisee’s work

All of these _____ behaviors are mentioned as behaviors that may lead to distrust.

(Hint: whose behavior?)

A

supervisor

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

-Describe the supervisor’s problematic-behavior in the context of an apology given to the supervisee.
-Describe how the behavior has impacted the supervisee.
-Describe how the supervisor’s behavior has negatively impacted the supervisory relationship.
-Clearly indicate what the supervisor will do instead of the problematic behavior.

When problems in the supervisor relationship do occur, all of the above are recommended to help ____ the relationship.

A

repair

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

-Recognize that a mismatch does not justify engaging in behavior that directly or indirectly damages the relationship.
-Self-assess the degree to which the supervisor feels capable of behavior change.
-Recognize the inherent power differential in the supervisory relationship.
-Actively learn about the supervisee’s culture, experiences, perspectives, and goals.

All of the above suggestions are offered when a “ ______ ” (a mismatch between an essential characteristic, value, or world view of the supervisor and supervisee) may be an issue.

(Hint: two words)

A

relationship conflict

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Following the use of the Performance Diagnostic Checklist, the authors suggest that an action plan might include which of the following?

(Select all that apply)

modeling the desired skill

breaking the skill into smaller component parts

creating supports or job aids

providing rationales for the importance of acquiring the desired skills

A

modeling the desired skill

breaking the skill into smaller component parts

creating supports or job aids

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

-avoiding eye contact
-lack of vocal inflection
-limited range of facial expressions
-speaking too little to be an effective social communication partner

All of these are listed as problematic _______ skills

A

interpersonal

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

-speaking too casually in professional interactions
-seeming combative in discussions
-avoiding conflict
-being unwilling to compromise when it is appropriate to do so

All of the following are mentioned as producing an impression of _______ behavior.

A

unprofessional

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

What suggestions are offered to help supervisees learn to effectively receive feedback?

(Select all that apply)

Discuss the purpose of feedback.

Overtly define the behavior for the supervisee and point out examples of accepting feedback successfully.

Teach how to discriminate subtle contextual cues.

Clearly outline the negative ramifications of not accepting feedback professionally.

A

Discuss the purpose of feedback.

Overtly define the behavior for the supervisee and point out examples of accepting feedback successfully.

Clearly outline the negative ramifications of not accepting feedback professionally.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

The following behaviors are mentioned as being helpful when receiving feedback:

-______ the feedback back to the supervisor
-thanking the _____ for the feedback
-taking notes

A

paraphrasing
supervisor

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

-Increase the supervisee’s skills and chances of success.
-Improve the supervisor’s supervisory skills.
-The supervisor and supervisee may be less likely to avoid difficult situations in the future if they have successfully addressed issues in the past.
-Effective supervisory skills are modeled for the supervisee.

Taking a thoughtful and ______ approach to issues that might arise during the supervisory relationship may have all of the above important effects.

A

systematic

How well did you know this?
1
Not at all
2
3
4
5
Perfectly