Rita Harris

Consultant clnical psychologist and systemic therapist, clinical lead, Thrive, Anna Freud Centre and Tavistock & Portman NHS Foundation Trust, London, UK

Abstract

(Presentation in English with simultaneous translation into French, June 23 at 11:45)


"Developing a Learning Culture: Using systemic supervision and consultation”

Organisations are dynamic entities, always in a state of flux, and needing to respond to new pressures and demands in order to survive. This seems to be particularly the case for the public sector in the UK, which is where I am based, at present with increasing demands for change and high levels of very public scrutiny.

he demands to change placed on organisations require the capacity for them to reflect on and respond to these in order to work effectively and sustain themselves. When individuals in the workplace are stressed or anxious they tend to become less interested in the organisation and more interested in themselves. This is also true of organisations, which can become focussed on procedures rather than the development of new ideas.  Systemic theory and approaches to consultation and supervision can help organisations maintain a sense of interest and curiosity that will sustain them and enable them to create an atmosphere in which individuals and teams can develop and flourish.

A systemic approach is based on the idea that when we observe connectedness, we see a pattern and meaning arises from the interpretation we place on that pattern. Pattern leads to meanings. Individuals and organisations have often got stuck with one particular meaning they are placing on events and that this is not allowing them to develop. Finding new meanings can loosen the connections to a particular set of ideas that are causing the stuckness. Once new ideas and feedback are present new meanings can emerge allowing individuals and organisations to find their own solutions.

 In this presentation I will explore how systemic supervision and consultation can be helpful in enabling individuals and organisations to remain curious and interested in new ideas, learning to learn. I will explore some of the differences between supervision and consultation and highlight some of the specific ideas and ways of working that characterise this approach such as careful attention to feedback. I will do this by drawing on examples from my own practice as a supervisor and consultant and will offer some practical ways of applying these ideas to day-to-day practice.