Using supervision

  • Neil Thompson
  • Jo Campling


The tasks involved in people work can be extremely demanding at times. They are often complex and ‘messy’ with no simple or straightforward solution (Schön, 1983). They often need to be thought through very carefully, and there is much to be gained from discussing issues with a senior colleague who is not directly involved in the situation. This is a key aspect of supervision and underlines the benefits that can be drawn from effective line management. This chapter therefore explores the important role of supervision in developing and maintaining personal effectiveness.


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Further reading

  1. Betts, RW. (1993) Supervisory Management, London, Pitman.Google Scholar
  2. Cartwright, R., Collins, M, Green, G. and Candy, A. (1993) Managing People, Oxford, Blackwell.Google Scholar
  3. Morrison, T. (1993) Staff Supervision in Social Care, London, Longman.Google Scholar
  4. Richards, M. and Payne, C. (1991) Staff Supervision in Child Protection Work, London, National Institute for Social Work.Google Scholar
  5. Thompson, N., Osada, M. and Anderson, B. (1994) Practice Teaching in Social Work, 2nd edn, Birmingham, Pepar.Google Scholar

Copyright information

© Neil Thompson 1996

Authors and Affiliations

  • Neil Thompson
  • Jo Campling

There are no affiliations available

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