5 CEUs Supervision: Effective Clinical Relationships with your Supervisees

CEU Answer Booklet
Psychologist CEs, Counselor CEUs, Social Worker CEUs, MFT CEUs | Supervision CEU Courses

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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. Do not add any spaces.
Important Note! Numbers below are links to that Section. If you close your browser (i.e. Explorer, Firefox, Chrome, etc..) your answers will not be retained. So write them down for future work sessions.

Questions:
1.1 What are the five characteristics of effective goal setting with your supervisee?
2.1 What are the five steps to conflict resolution?
3.1 What are the four types of supervisees that are resistant to improvement?
4.1 What are three main ethical issues involved in the supervision of a therapist?
5.1 What are four steps in an interview session with a client that might benefit the therapist-client relationship of a supervisee?
6.1 What are two ways to correct problems resulting in the supervisor-therapist relationship and therapist-client relationship?
7.1 What are three basic skills that you may wish to utilize to empower your supervisee?
 Answers:
A. proper knowledge and skill; avoiding dual relationships; and fair and balanced assessment evaluations.
B. identifying avoidance of conflict; and using the "Interview Session Checklist"
C. observation; thoughts; feedback; desires; and next time.
D. nurturing, coaching, and mentoring.
E. the yeahbut supervisee; the silent supervisee; the "I'll try" supervisee; and the irrelevant supervisee
F. setting specific goals; setting realistically difficult goals; mutual supervisee-supervisor goal agreement; and giving feedback.
G. preparation; beginning; exploration; and creating contracts.

Course Content Manual Questions The Answer to Question 8 is found in Section 8 of the Course Content… and so on. Select correct answer from below. Place letter on the blank line before the corresponding question.
Important Note! Numbers below are links to that Section. If you close your browser (i.e. Explorer, Firefox, Chrome, etc..) your answers will not be retained. So write them down for future work sessions.

Questions:
8.1 Work with inner city clients often requires what practical aspect?
9.1 What are the five classic questions of supervisee discipline?
10.1 What are three behaviors of a trustworthy clinical supervisor?
11.1 As a mentor, what are your two key jobs regarding supervisee aptitude?
12.1 What the six types of supervisee thinking?
13.1 To establish a need for change, the supervisor should show how the specific behavior affects which three areas?
14.1 According to Kernberg, to solve problems effectively you must be able to describe what it is that you want and what it is that you get in the supervisee's performance. What two main performance concepts are identified here?
15.1 What five things clearly specify the exact gap between desired performance and the supervisee's actual performance?
Answers:
A. Did the employee clearly understand the rule or policy that was violated? Did the employee know in advance that such conduct would be subject to disciplinary action? Was the rule violated reasonably related to the safe, efficient, and orderly operation of the business? Is there substantial evidence that the employee actually did violate the rule? Is the action planned reasonably related to the seriousness of the offense, the employee's record with the organization, and to action taken with other employees who have committed a similar offense?
B. Clarify expectations, provide training, arrange appropriate consequences, provide feedback, and remove obstacles
C. The individual, the group, and the organization
D. (1) Evaluate the team member's understanding (2) Encourage your supervisee to feel perfectly comfortable asking.
E. Maintains eye contact, individualizes compliments, readily shares financial information with others.
F. Authority-driven, deductive, sensory, emotional, intuitive, and scientific
G. Collaborative efforts with another service agency to assist with handling pragmatic issues, such as financial matters.
H. Desired performance and actual performance


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