Ethical and Cultural Issues Arising from the Psychology of Terrorism- 3 Credit Hrs.

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SEC - Supervision: Effective Clinical Relationships with Your Supervisees Post Test

Audio Transcript Questions The answer to Question 1 is found in Track 1 of the Course Content. The Answer to Question 2 is found in Track 2 of the Course Content... and so on. Select correct answer from below. Place letter on the blank line before the corresponding question.
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Please note every section does not have an additional question below. Some sections may have more than one question.

Questions:

1.1 What might a supervisee begin to feel when his/her supervisor merely imposes tasks on him/her?
2.1 What are four conflict-resolving tactics a supervisor of an agency providing leadership for large numbers of people might be familiar with?
3.1 What is the two part solution to your 'yeahbut' supervisee?
3.2 What are the two types of silent supervisees?
4.1 As a supervisor, what are four ethical questions to consider?
6.1 What are examples of the most favored excuses for supervisors not addressing an issue?
6.2 What is ‘gunnysacking?’
7.1 What may be a helpful technique for supervisors who feel empowerment could be a cornerstone in their relationship with their supervisee?
7.2 What is the difference between mentoring and coaching?
7.3 What are two examples of the nurturing practices that a supervisor might consider in trying to empower a supervisee?

Answers:

A. 1. Give an oral warning; 2. give a written warning; 3. issue suspension without pay, and a final warning, or probation; 4. terminate the therapist
B. He or she might begin to feel constrained and will possibly feel reluctant to work cooperatively
C. A silent supervisee who is timid and a supervisee that uses silence as an intimidation tactic
D. To address and acknowledge the problem that the supervisee faces and to place the responsibility of solving that conflict back onto the supervisee
E. Importance, time constraints, avoiding being ‘anal, waiting it out, gunnysacking, smoothing over, small sighted, being pc, impartiality, and aggressiveness
F. Is it right? Is it fair? Who gets hurt? What does your instinct say?
G. The ‘Empowerment Quiz’ technique
H. To pile up grievances as if in a gunnysack and carrying the sack slung around your shoulder
I. Congratulating regularly when the supervisee demonstrates skill development, and making useful suggestions for improvement
J. The mentor truly becomes a solid role model for the supervisee, whereas, in coaching, the supervisor is merely an advice giver and less prominent in the work of the supervisee

Course Content Manual Questions The answer to Question 11 is found in Section 11 of the Course Content. The Answer to Question 12 is found in Section 12 of the Course Content... and so on. Select correct answer from below. Place letter on the blank line before the corresponding question

Please note every section does not have an additional question below. Some sections may have more than one question.

Questions:

8.1 According to Pinderhughes, what can control distancing and self mechanism, and enable the therapist to be more sensitive toward supervisees of different cultures and races?
9.1 What is one example of how a supervisor loses effectiveness due to rushing pell-mell into a discussion?
10.1 How does the usefulness of the self-quiz increase?
12.1 For any plans to be successful, it must be built on what three components?
12.2 What are the catchwords for coaching?
13.1 What are examples in the ‘Style Analysis Questions?’
14.1 What are examples of rewards?
15.1 What are three categories a problem falls into?
16.1 What is one question for ‘Clarify expectations’ concept?

Answers:

A. The employee may believe that this is merely a spur-of-the-moment reaction on the supervisor's part and not a matter of serious concern
B. Self-knowledge
C. Mutual trust and commitment, patient leadership, and emotional maturity
D. If somebody who knows the supervisor well answers it for him/her to supplement his/her self-perceptions
E. Does this phase of the job make sense to you? Does any part of the task seem unnecessary?
F. Inspire and motivate
G. "Does the individual understand the exact gap between desired performance and actual performance?"
H. Gift certificate to dinner and/or a movie, Promotion, Bonus or salary increase
I. Performance, attendance, or conduct