A semi-open supervision systems model for evaluating staff supervision in adult care settings: a conceptual framework

ABSTRACT

This paper presents a new conceptual framework for the study of supervision, called a ‘semi-open supervision systems model’ or supervision model. It was developed for a research study funded by the Social Care Institute for Excellence (SCIE) in England, UK. The supervision model was needed because the evidence base for supervision was weak and under-developed, and the theoretical base insubstantial. The supervision model was developed using systems theory and was informed by policy developments, which are normally excluded from supervision research. The research team was tasked with collecting evidence of good and/or innovative supervision at a time of significant service transformation across adult care settings in England and Northern Ireland. The research design was informed by the supervision model and researchers used a mixed methodology for data collection and analysis. This paper examines how the supervision model was developed and used in the study, and concludes by reviewing its contribution to the field of supervision study.

KEYWORDS:

• Supervision
• adult social care
• policy
• systems theory
• methodology

Acknowledgements

The origin of this paper is an empirical research study on supervision in social work and social care commissioned by the Social Care Institute for Excellence (SCIE) in the UK. I acknowledge the contribution of two colleagues who worked on this project with me. Dr Tish Marrable (University of Sussex) was a co-Principle Investigator and Dr Hilary Lawson (University of Sussex) contributed to the fieldwork.

Disclosure statement

No potential conflict of interest was reported by the author.

Notes on contributor

Sharon Lambley is a Lecturer in Leadership and Management at the University West of Scotland. She is a qualified social worker, teacher and manager (PQSW, PGCE and MBA). Sharon has over 20 years of teaching, research, organisation development and consultancy experience. She has ‘solo’ authored a management book for first line managers, and has contributed to two other books on leadership and management. She is an experienced public speaker at international conferences, and writes for the Institute for Leadership and Management.