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Sustaining Tensions in Practice Supervision

This qualitative research assesses the impact of a new supervision policy at Wigan Social Services Department over the first year of phased implementation. Results of 40 staff interviews suggest that the major difficulties centered on the relationship between managerial and professional agendas and the nature of both vertical and horizontal communication within the organisation. With hindsight it is thought that some of the initial tensions were partly responses to the process of change itself.

Froggett L
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Journal article - abstract only
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