Professional Documents
Culture Documents
Mcisaac Casestudy Final3
Mcisaac Casestudy Final3
Mcisaac Casestudy Final3
Miriah McIsaac
University of Calgary
MONDAY
Overall, what is your general feeling about all of these challenges and tasks? What issues
are brewing here? Rate these in a scale of most important/worrying – least
important/worrying.
Immediately I am put on edge from the hostile voice message. The agency has
received bad press lately and I want to ensure this issue can be handled discretely. I’m
upset that I haven’t received any information about an incident from the Shelter staff and
no one is answering the phone. These feelings mix with nervousness for my upcoming
radio interview and stress knowing I have a full schedule today. I can already see many
issues beginning to brew – the incident at the Shelter, a threat from a parent to speak to
the media, fear that my personal feelings about a funder have come across in my tone
during the interview and the funder’s potential negative reaction to such, the strained
interaction with a former co-worker in a professional setting, and knowing the situation at
the Shelter hasn’t improved yet valuing work-life balance and wanting to see my family.
The situation at the Shelter is most worrying, as I need but do not have all the
information to properly respond to the angry parent, to ensure client/worker safety, that
proper protocols were used, and that there are channels in place to respond to similar
incidents in the future. This worry is increased after finding out the situation has not
improved at day end. Next, I am worried about the radio interview. I have not heard it yet
and do not want to damage my relationship with the funder. I am less worried about my
interaction with a former co-worker, as this is the first time I’ve seen them since they left
the agency and believe their response is not personal and that they may be embarrassed to
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communicate with me. I value work-life balance and make it a priority; therefore, I am
Discuss the decisions made and if, looking back to the beginning of the day, you would
have done anything differently. Describe what you would do differently and outline some
of the reasons why. Describe how the day would unfold in comparison.
Looking back, I would email the Shelter Team Leader and/or frontline staff first
thing requesting an update on the recent situation and any accompanying documentation
(i.e. incident report). I request a meeting with involved staff to occur first this tomorrow.
While at my desk, I would also contact the Communications Lead to discuss interview
content and voice my concerns that the information has potential to become negative
and/or accusatory and that it may be better to speak broadly to the issue and barriers to
My schedule has become more demanding with the onboarding of the Breakfast
Program; therefore, I would speak to a senior staff member who has talked in supervision
about attending the afternoon meeting in my absence. This creates an opportunity to let
leadership and building capacity within the team. Wheatley (2005) writes that in
organizations we must rely on everyone’s creativity and that it is our leaders that must
engage and invite staff to participate in creating solutions for issues that are
meaningful to them. Further, Woodbury, Cohen & Zayszly (2001) state that excellent
supervisors delegate and delegation presents opportunity to build supervisee skills and
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allows the supervisor to accomplish more (Page 49). By delegating I’ve freed up time
TUESDAY
What do you do to recover the situation so far? How would you do it?
I have lunch and gather myself after the team meeting. I know I acted
inappropriately and that I need to address and apologize for my behaviour; however, I
need to prepare for my next supervision session. I want this meeting to be an opportunity
connection and building trust, which I believe will lower some of the supervisee’s fears. I
start the session checking-in with the worker and ask questions to get to know them better
– who are they, what is their background, why they are drawn to this work? I talk about
We discuss the supervisory contract including accountabilities and expectations, and the
this person being a new professional. I also make a point to normalize any feelings or
worries related to being a beginner and decide to tell a story about my first day.
Do you take his advice and do this? Why or why not? How – or what would be your
alternative?
with my team members and need to be intentional and adaptive in the way I present
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differently based on the type of rapport that exists between them (Campbell, 2011). I will
speak to my team members; however, will wait until I have a plan and appropriate venue.
hours, to ensure it does not impact my work-life balance, so this will be the first event
WEDNESDAY
Knowing the staff member directly involved won’t be back until Monday, but that
I have group supervision booked this afternoon, I make the decision to return the angry
parent’s call by end of day. This gives me time to gather more information and hopefully
does not give the impression that I am dismissing or minimizing the complaint. I will
notify the parent of the formal complaint process during our phone call. Afterwards, I
email my supervisor, the Director of Child & Family Services, and relay the complaint so
they are aware. I also request meeting with involved staff on Monday as part of the
complaint process. These meetings will double as supervision, as they will provide open
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How would you describe your style based on the need now and this supervisory process
and its components? How do you proceed? What techniques might you use in order to
recover some of the events so far? What do you image to be the end result?
an earlier team meeting. I explain that my behaviour earlier was not appropriate and that I
want an opportunity to speak with each member individually about what happened at
another time. Given this, I am transition back to group supervision. I remind the group of
the basic ground rules, purpose, expectations, and goals (Matheson, 2019).
interested in why and how things happen, and what happened to the supervisee in this
process - not just what happened (Matheson, 2019). As I often use case review as a
strategy within group supervision, I ask if supervisees have a case they would like to
present. They unanimously agree that they want to talk about the recent incident at the
Shelter and take turns presenting the case from their points of view. I ask clarifying
questions and ask them to reflect on their actions and responses to the incident. After the
team members present the case, I suggest a role-play to aid in developing strategies to
team processes. During this process, roles and responsibilities of each team member are
identified to improve efficiencies and allow for smoother processes (Rosso, 2014).
The end result is gaining more information about the event (which I was lacking)
while using the scenario as a learning experience and skill development for staff. When I
use group supervision, I also make a point to recap and summarize at the end of the
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session. This also presents an opportunity to connect and understand the learning and
processes within the greater organizational and service delivery context. This also
provides a platform for creating and committing to a shared vision and understanding the
I suggest that we schedule a meeting with all staff and volunteers of the
to speak with the Coordinator first, out of respect, and will advise the rest of the
team in the scheduled meeting. I will disclose concerns about funding and listen to their
concerns. I will remain positive and optimistic as we work to address the situation.
THURSDAY
information from the database? If this is not only a technical or database error, I will
need to speak with this staff member about responsibilities and accountability. A
Triggiano, 2008). I need to discuss expectations with staff, provide feedback, and accept
feedback (if I wasn’t clear in the past). However, I decide to wait to have this
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conversation at another time when emotions (both hers and mine) are not as high,
What could happen here that could make this situation positive and future-thinking? Who
could take the initiative? What you then be the end result?
colleague. I ask for more information about the encounter that has left him resentful.
Lusk and Salcido (2017) write that supervisors may exhibit cultural incompetence by
failing to lead effectively when they overlook or dismiss important elements of their
my supervision framework; therefore, if this colleague felt the comment was not
this conversation, as I would appreciate knowing so I can respond or work on the issue.
Nelson, Barnes, Evans & Triggiano (2008) speak of the importance of making an effort
to be aware of what influences your working relationships and openly discussing sources
cultures, I would speak about how I like to be communicated with (i.e. active listening).
Is this appropriate? (If not, is there anything you can do about it?) What will you say to
the board member? And what will you plan to do between now and the meeting next
week? What is your strategy?
The staff member has not used the appropriate channels to voice their concerns.
This person should have come to me first with their concerns, and should they still feel as
though the concerns have not been addressed then go to the Director of Child and Family
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Services. I inform the board member that I have not been previously made aware of any
concerns and state my disappointment in the way the complaint was handled. Between
now and the meeting, I will request supervision where I will speak to my direct
supervisor about the complaint and other challenges – i.e. needs of staff, organizational
demands, personal anxiety, etc. I will also plan to meet with the staff member who made
FRIDAY
What do you think about this situation as a worry (or not)? What is the issue(s)? What
advice would you give? How would you suggest undertaking your idea(s)?
example of poor judgment from staff, a possible confidentiality breach, and can impact
organizational culture. I would suggest that each supervisor speaks to their respective
teams about the information that has come to light and use this as an opportunity to
remind them of the ethics and practice standards that we follow as a team and as an
be decided. I would also suggest that this issue is discussed with the policy sector, so
of never being available and became defensive when asked about cutback plans for the
Breakfast Program. I typically don’t react this was to feedback or questions; however, I
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the topic was approached. I think I reacted this way because I know I have been
unavailable lately and thought I was protecting staff from learning the inevitable plight of
the program. Regardless, I acted inappropriately and given the opportunity I would
I am aware that when under pressure and feeling stressed, I prioritize tasks over
(2009) writes that the emotional arousal that is engendered by inappropriate and hostile
comments makes individuals feel humiliated, unsafe, if not also angry, and inhibits the
clarity of thought necessary to the supervisee to make good use of a supervisory space.
earlier), own it, ask for forgiveness, and move on. This also creates an opportunity to
their concerns heard. Withholding information about the Breakfast Program has been
challenging for me, as I value trust and honesty between supervisees and myself. Looking
back, I should have prioritized supervision with my staff and been upfront in the team
meeting about the program, as part of gaining trust is breaking the secrecy and I want my
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Although I did not appreciate the location or audience for the accusation, I should
have presented as calm, listened to the concerns, and asked more questions about this
from the group. I struggle to receive feedback and I know that supervisees also struggle
to give feedback in supervision; therefore, this may have been an opportunity for people
to feel safe bringing concerns to my attention. In the future, I would acknowledge staff
member’s feelings and frustrations, confirm that I’ve heard them and that I want to
discuss more and book individual supervision sessions at the end of the meeting.
supervisors and other workplace demands, so I can receive feedback and guidance. From
here, I learn from and accept my mistakes, and commit to professional and personal
Kousez & Posner (2003) write, “the self-confidence to lead comes from learning about
ourselves - our skills, prejudices, talents, and shortcomings”. Therefore, greater self-
This was a very challenging week given the onslaught of professional and
personal demands. I felt vulnerable after the feedback, accusations, complaints, difficult
don’t think I improved morale or was very inspiring this week, but I am human, I am
resilient and I have a new perspective and awareness heading into the next week.
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References
Campbell, C. (2011). Leadership and its Impact on Supervision Being an Effective
Supervisor; Learned Behavior or Innate Characteristic. Southern Illinois
University Carbondale. http://opensiuc.lib.siu.edu/gs_rp/54
Kouzes, J. & Ponser, B. (2003). The Five Practices of Exemplary Leadership. Pfeiffer, A
Wiley Imprint. Retrieved from: http://www.pnbhs.school.nz/wp-
content/uploads/2015/11/The-Five-Practices-of-Exemplary-Leadership.pdf
Lusk, Terrazas & Salcido. (2017). Critical Cultural Competence in Social Work
Supervision. Human Service Organizations: Management, Leadership
& Governance, 41:5, 464-476. doi: 10.1080/23303131.2017.1313801
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Sinek, S. (2009). How great leaders inspire action. [Video file]. Retrieved from:
https://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action?
language=en
Wheatley, M. (2005). Finding our way: Leadership for an uncertain time. San
Fransicso, CA. Berret-Koehler. ISBN 978-1576754054.
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