The training was held on the fifth day of this seven-day meeting. The topic was the theory and practice of supervision. As the training in the project was based on a role-based knowledge management approach, the form of supervision is adapted to this.
Nevertheless, the theory and methodology of supervision proved to be valid and useful knowledge regardless of form. We have learned that supervision can be interpreted as a self-reflective learning process. It is characterized by triangular analysis. The three involved are: the supervisor – a participant in the supervision – and the person giving the subject of the supervision.
We also looked at common forms of supervision: individual, multi-person, team, and peer-supervision and intervision (reflecting team). Their similarities and differences have been discussed.
In the second phase of the training, we moved on to the methodology the trainers suggested to us. As stated, the forms of supervision shown in the previous section, despite their similarities, are so different in the relationship dynamics treated that it is not possible to transfer methods from one to the other. Therefore, with our involvement, the trainers sought to look at exactly what the community expects from the supervision and how broadly we want to interpret the effects. As they indicated, their goal is to develop a method tailored to our needs based on their guidance. At this stage, we have determined that the area to be addressed is our community of commitment to the methodology, which is initially 10 to 12 people, but is intended to expand. The criterion for which we consider ourselves is the degree of commitment, not the number of team members. Our goal is to provide our mentors with an environment where they map and develop the current and potential impact of their own personality. All of this is measured by their developmental goals and values and supported by feedback as we do with non-mentor members. And we tie it all to common goals.
In the third phase, we developed our own supervision methods. We came up with a new concept called the ’I-circle’. The essence of this is to apply the 6 group roles developed in our collaboration to the individual so-called internal roles. I am the Lead link of my own ’I-circle’. I delegate the roles of Representative and Facilitator to my mentor. The other three roles (Host, Organizer, Secretary) are either developed within myself or outsourced, if necessary.
In this line-up, my mentor’s main job is to help me function and be healthy throughout my community life and work. Supervision is a group meeting of mentors (ie Representatives), where they work together according to the reflecting-team methodology.
This method is actually a group problem solving and case management. The procedure works with defined time frames and is well structured. It focuses on the cases taken. In our case, the methodology is supplemented only by the mentor’s commitment to record his or her results – just like everyone else in the community.