Supervision as collaboration in the human services : building a learning culture / editors Michael J. Austin, Karen M. Hopkins.

Enhanced descriptions from Syndetics:

"This book is well-written, well-organized, and presented in a rational and systematic manner. The subject matter of the book is well-grounded in theory and a superb analysis of the literature is presented. The literature review is comprehensive, well-integrated, and provides a substantive synthesis of a voluminous body of published material. It makes important contributions to professional supervision practice and research in human service organizations." --Roosevelt Wright, Jr., Ph.D., University of Oklahoma

"Graduate students, upper level undergraduate students, and college-educated practitioners would find this text both accessible and interesting. The discussion questions at the ends of the chapters are very helpful in further allowing immediate application of the ideas that were presented. It is a well-designed and well-written text." --Miriam Johnson, University of South Carolina

Supervision as Collaboration in the Human Services: Building a Learning Culture integrates the latest thinking in the human services to provide supervisors and those preparing to become supervisors with a new approach to the important skills and knowledge needed for effective practice in the 21st century. While it builds upon past efforts to define the principles and practices of supervision in the human services, it seeks to chart new territory that reflects the changing nature of organizational life. Supervision as Collaboration in the Human Services uses a framework that features the key aspects of a learning culture, the process of organizational learning, and the roles that supervisors can play in transforming traditional human service organizations into learning organizations. Chapter authors are authorities in their respective areas of practice and have shaped their chapters around this framework.

The editors have divided the experientially focused chapters into sections that feature the collaborative and interactional nature of supervision, the managerial nature of the supervisory role, the analytic nature of supervisory practice, and the unique practice settings that affect the nature of supervision. The chapters include case vignettes and discussion questions.

This book is ideally suited as an essential core text for graduate and undergraduate students of social work and counseling, as well as a much-needed reference for human services supervisors and practitioners.

Table of contents provided by Syndetics

• Preface
• Part I Introduction
• 1 The Changing Nature of Human Services and Supervision
• 2 Defining the Learning Organization
• Part II Interactional Nature of Supervision in a Learning Organization
• 3 Supervisory Relationships
• 4 Effective Interpersonal and Critical Thinking Skills
• 5 Culturally Competent Practice
• 6 The Collaborative Practice of Workplace Teams
• 7 Clinical Supervision in a Learning Organization
• 8 The Evolution of Protocol-Based Supervisory Practice
• 9 Ethical Decisions and Risk Management
• 10 Modeling Professionalism and Supervising Interns
• Part III Managerial Nature of Supervision in a Learning Organization
• 11 Promoting a Learning Culture
• 12 The Managerial Roles of the Supervisor
• 13 The Supervisor as Transformational Leader
• 14 Supervisory Leadership as Risk-Taking and Experimentation
• 15 Creating a CultureThat Supports the Development of Staff
• 16 Transferring Learning into New Organizational Processes
• 17 Facilitating Learning Through Assessing Performance Goals
• 18 Coaching Employees with Performance Problems
• Part IV Analytic Nature of Supervision in a Learning Organization
• 19 Developing an Agency Policy on Supervision
• 20 Collecting and Using Data for Organizational Leadership
• 21 Environmental Scanning and Nonprofit Human Service Organizations
• 22 Scanning for Best Practices
• 23 Charting the Course for Future Research on Supervision
• Part V Supervision in Different Fields of Practice
• 24 The Supervisor in Aging Services
• 25 The Supervisor in Child Welfare
• 26 The Boundary Spanning Approach to Supervising Health and Mental Health Service Staff
• 27 Supervising and Collaborating to End Poverty in Welfare to Work Programs
• Index
• About the Editors, About the Contributors