advanced field instruction: a competency-based approach greg merrill, lcsw [email protected]...
TRANSCRIPT
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Advanced Field Instruction: A Competency-Based
Approach
Greg Merrill, [email protected]
School of Social Welfare, UC Berkeley
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Modest Goals for Today
Examine field instruction methods in all phases of the process (assessment, planning, educational intervention, appraisal, evaluation) that promote and ascertain student competency acquisition
Learn through vignette-base discussion
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Field Instruction is . . .
“a distinct professional activity in which education and training at developed science-informed practice are facilitated through a collaborative interpersonal process. It involves observation, evaluation, feedback, and facilitation of supervisee self-assessment, and the acquisition of knowledge and skills by instruction, modeling, and mutual problem solving . . .”
(Falendar & Shafranske, 2004, p. 3)
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Essential Responsibilities Engage the supervisee in a professional
relationship Assess the supervisee Create a learning contract with clear
expectations and objectives Teach/Instruct/Facilitate development Provide ongoing feedback Monitor/Observe Remain responsible legally and ethically Evaluate the supervisee
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Essential Roles
SupporterTeacherMentor Role ModelCoach
AdministratorEvaluatorQuality
Assurance Officer
Gatekeeper
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Essential Tension
Supervisee Right Client Right
To Learn To Safe,
Effective Services
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What Learners Want . . .
Available, Makes Time Competent and Ethical Warm, supportive
relationship Individualized
strengths-oriented assessment
Organized and Dependable
Elicits/Facilitates knowledge
Addresses weak areas squarely but fairly
Challenges in right amount
Processes conflicts Assesses meaningfully Asks for input,
feedback and adjusts
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What Learners Resent . . .(Nelson & Friedlander, 2001)
Disorganized +/or Distracted = Ignored
No Time + Not a priority = No relationship
Pulls authoritarian rank Lectures at length Shares own clinical
stories at length Overly supportive or
overly challenging Too abstract
Too directive Blames, pathologizes,
doesn’t own his/her part of problems
Doesn’t see developmental context or environmental factors
Poor boundaries Needs to be idealized Does not welcome
input, Defensive Unclear feedback,
evaluation
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Learner-Based Assessment
Assess knowledge, skills, and attitudes that are innate or have already been acquired
Assess knowledge, skills, and attitudes that will need development to achieve desired professional goals and competencies
Assess how the knowledge, skills, and attitudes can most effectively be developed and most logical sequencing
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The Integrated Development Model Stoltenberg, McNeil, & Delworth (1998)
Levels of Development
1: novice 2: intermediate 3: advanced 3i: expert
Key “Structures” or Variables
Level of Motivation Level of Autonomy Level of Self and
Other Awareness ?
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Red Flags Need to be the expert/be right/in charge Need to fix or rescue Distorted or illogical thinking Externalization of blame onto others Defensiveness, insecurity, hostility Discomfort with emotional topics and
expression of feelings, extreme anxiety Disorganization Judgment and boundary problems
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Selecting Competency Areas
Engagement Assessment Treatment Planning Clinical Interventions:
Selection and application
Modification of Interventions
Transition and termination
Professional use of self
Collegial relations and team participation
Documentation Legal and ethical
guidelines Human diversity
competencies
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Develop a Learning Agreement
Based upon Assessment Of Student Of competencies needed for entry level work
Clearly Identifies Goals Roles Teaching Tools Knowledge, Skill, and Attitudinal Domains
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Select Diverse Teaching Tools
Case Review/Case ConsultationWritten ActivitiesAudio or videotapingLive Observation or SupervisionExperiential MethodsTopical Reviews
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The Triangle
Supervisor
Supervisee Client
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The Supervisee’s Prism
Supervisor
Client
Supervisee’s Perceptions and Verbal
Presentation
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Supervision Agenda
Check-in Agenda Setting (Collaborative) Clinical Case Review
Consultation Other Strategies (Direct Observation)
Topical Discussion Documentation Summarize and Evaluate Session
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Recommended Appraisal Practices
Specify timed learning and competency objectives
Give regular (formative) feedback with appropriate strength
Observe in multiple ways and gather multiple data points
Give written (summative) evaluation with appropriate strength
Provide specific examples of behavior that conflicts with expected professional competencies and specific parameters of expected behaviors
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Common Types of Interventions
Facilitative: creates warm relational climate Modeling: demonstrates, provides
observational learning opportunities Confrontive: directly challenges Conceptual: integrates abstract with real;
analyzes and links Prescriptive: gives direct guidance; provides
rationale and “how to” Catalytic: stirs things up; evokes change
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Effective Feedback Principles
Affirm strengths (4:1 ratio) Attempt to elicit self-corrective feedback Frame weaknesses developmentally
when indicated (normalize) Focus on a specific behavior or pattern
and link back to competencies Provide specific behavioral suggestions Asks student to respond, comment
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Variables Affecting Feedback “Dose” Determination
Intern’s level of development and experience
Intern’s level of sensitivity and preferred communication preferences (attend to diversity factors)
Instructor’s delivery style Response to previous related feedback Degree of concern about client welfare,
intern’s competence
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Feedback “Dosing” Options
Low risk/Low control
High risk/High control
Allow for “natural consequences”
Offer information Offer a weak
suggestion Offer a strong
suggestion Make a direct order Intervene directly
with client
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Three Levels of Feedback
Coaching
Disagreeing
Setting a Limit
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Evaluation of Competence
You may not be unfairly harsh to a student based on his/her level of education, experience (both life and professional), and development
You also may not “pass” or “endorse” a student who poses ethical or legal risks to the public or the profession
Students have due process rights if their performance is negatively appraised
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Conflict Resolution in Instructional Relationships
It is the instructor’s responsibility to address conflict and model appropriate conflict resolution behaviors
Intern has the responsibility and power to influence
Instructor style may be a contributing factor to conflicts and problems
Conflict may be a parallel process Patience, frustration tolerance required Reflective listening for underlying intention,
unmet needs, and diversity factors imperative
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Wise Perspectives on Working with Conflict
(Nelson, Barns et al, 2008)
Be open to conflict and interpersonal processing – see as part of role
Acknowledge own shortcomings and model learning from mistakes
Assume a developmental approach
Discuss evaluation and conflict early on
Create strong alliance
Accentuate supervisee strengths
Provide timely feedback Contextualize conflicts in
light of development and environment
Empathize with supervisee’s perspective
See parallel process “Self-coach” Consult
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“I think that there is a developmental stage when a supervisee wants to disagree with their supervisor and needs to, when they’re really sort of testing their own frame of reference. . . And that we need to support that . . . And we don’t want them to be sponges, we really want them to go in their own direction.”
-- participant in Nelson et al study, 2008
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Principles of Evaluation
Review the process with students at beginning, midpoint, and just prior to evaluation
Anticipate and discuss related anxiety Link all feedback to explicit learning objectives
and competencies Use specific behavioral descriptors vs. global
attributions; choose language carefully Summarize strengths, efforts, and improvement
with areas of developmental need with balance Recommend desired behaviors and methods Elicit input
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Dissatisfying Evaluations
Not completed on time (or ever)
Student self-evaluation overvalued
Too global or vague, insufficient detail
Overly detailed, key points unclear
Problem areas not contextualized
Language harsh, inflammatory
Imbalanced – overlooks significant areas and overly focuses on others
Biased – distorts, does not accurately represent or reveal whole picture
Raises new concerns never before discussed: SURPRISE!
Evaluation not sufficiently discussed, no request for input
No bidirectionality
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Essential Tension
Promotion of Clearly
Supervisee Self- Indicating
Efficacy Concerns
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Irremediable Learners: Impaired or incompetent?
Impairment: refers to a previously competent student whose performance regresses below acceptable levels
Incompetence: refers to a student who has never obtained baseline competency
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Gatekeeping
“If we do not believe the [intern] has the knowledge and skills to safely and beneficially serve the public, we must NOT issue misleading credentials or statements of qualifications.”
(From Kocher et al in Falendar and Sharanske, 2008, p. 167)
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Lamb et al’s criteria for impairment (1987)
(a) an inability and/or unwillingness to acquire and integrate professional standards into one’s repertoire of professional behavior;
(b) an inability to acquire professional skills to reach an acceptable level of competency;
(c) an inability to control personal stress, psychological dysfunction and/or excessive emotional reactions that interfere with professional behavior
p.598
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A problem advances to an impairment when . . .
(a) the intern does not acknowledge, understand, or address the problem when it is identified
(b) the problem is not merely a reflection of a skill deficit thatcan be rectified by academic or didactic training,
(c) the quality of services delivered by the intern is consistently negatively affected,
(d) the problem is not restricted to one area of professional functioning,
(e) a disproportionate amount of attention by training personnel is required, and/or
(f) the intern’s behavior does not change as a function of feedback, remediation efforts, and/or time.
(Lamb et al, 1987, p. 599)
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Common Presentations Severe Disorganization
Routinely late or absent, unreliable follow-through Problematic documentation
Severe Blocks to Empathy Cannot engage clientele appropriately Unconsciously overtly judgmental
Hostile Defensiveness, Argumentation Reflexively opposes authority All-or-nothing thinking related to being right
Poor Boundaries and Judgment Crosses lines Fails to inform or misrepresents work
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Remediation Options
Frank discussion with student Contact school immediately and request
meeting Meeting of all concerned parties Written memorandum or evaluation Probationary plan with specific behavioral
targets, plans of action, and timelines Termination of placement Direct intervention with client, if needed
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Transitional Tasks
Consolidating Skill Summarizing Progress and Growth Appreciating Identifying Next Steps for Continued
Development Re-defining Relationship Needs, Roles,
Expectations, and Boundaries Moving Toward Consultation