Paper presented at the #2012waic conference - Ghent, Belgium

1. Ana
CARAS-­‐
Research
assistant
at
the
Lumen
Research
Center
in
Social
Humanis6c
Sciences,
Iasi,
PhD
candidate,
Faculty
of
Philosophy
and
Social
Poli6cs
Sciences,
Univ.
Al.
Ioan
Cuza,
Iasi,
Romania
Lumen
Research
Center
in
Social
and
1
Humanis6c
Sciences

2.
I. Introduc6on
II. Apprecia6ve
inquiry
III. Supervision
–
review
IV. Methodology
• The
target
group
of
research
• Grounded
Theory
• Addi6onal
phase
of
Grounded
Theory
-­‐
Semio6cs
grid
based
on
4D
cycle
V. Data
analysis
• Analysis
of
the
categories
constructed
aOer
the
apprecia6ve
referen6al
• Theore6cal
genera6on
by
rela6ng
the
categories
VI. Conclusions
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Center
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and
2
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Sciences

3. • We
tried
to
iden6fy
elements
of
apprecia(ve
thinking,
analyzing
both
the
supervisee
speech
and
that
of
the
supervisor,
approaching
in
an
innova6ve
model
of
apprecia6ve
inquiry,
known
as
4D.
Key
ques(ons:
• Is
the
supervisor-­‐supervisee
rela6onship
seen
in
a
posi6ve
view,
in
terms
of
apprecia6veness
by
specialists?
• How
does
this
approach
influence
the
organiza6onal
effec6veness
and
professional
and
personal
development
of
specialists?
Lumen
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Center
in
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and
3
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Sciences

4. • Apprecia6ve
inquiry
is
presented
as
a
mode
of
ac6on-­‐research
that
meets
the
criteria
of
science
as
spelled
out
in
genera6ve-­‐theore6cal
terms,
a
coopera6ve
search
for
the
best
in
people,
their
organiza6ons,
and
the
world
around
them
(Cooperrider
and
Srivatsva,1987)
and
involves
systema6c
discover
of
what
gives
a
system
‘life’
when
it
is
most
effec6ve
and
capable
in
economic,
ecological
and
human
terms.(Cooperrider,
Whitney,
2005).
Lumen
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Center
in
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and
4
Humanis6c
Sciences

5. • In
literature
there
are
many
defini6ons
of
supervision,
which
is
understood
as
an
educa6onal
process
(Robinson,
1949),
administra6ve
(Barker,
1995)
suppor6ng
the
professionals,
the
quality
of
service,
making
decisions
for
the
organiza6on,
promo6ng
direc6ons,
rules
and
values
by
guiding
employees
(Cojocaru,
2005).
From
the
perspec6ve
of
Kadushin,
supervisors
were
considered
as
trainers,
consultants,
therapists,
managers
and
even
directors
(Kadushin,
1976).
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Center
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and
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6. • The
target
group
of
research-­‐
the
employees
of
a
NGO
in
child
protec6on
in
the
North
East
region
of
Romania.
There
are
4
interviewees:
three
specialists
in
social
work
supervised
in
professional
ac6vity
and
the
direct
supervisor
of
the
organiza6on.
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and
6
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Sciences

7.
• If
Grounded
Theory
(Strauss
and
Corbin,
1990;
2007,
Goulding,
1999)
is
characterized
by
building
categories
induc6ve
and
follows
the
gradual
construc6on
of
progressive
induc6ve
coding,
through
secondary
analysis
we
achieved
in
fact
an
addi6onal
induc6on
represented
through
apprecia6ve
discourse
analysis.
• Grounded
Theory
provides
a
systema6c
method
involving
several
stages,
which
is
used
to
generate
the
theory
or
relates
to
a
reality
of
the
phenomenon
(Scoj,
1996).
Lumen
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Center
in
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and
7
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Sciences

8. • The
apprecia6ve
speech
selected
is
iden6fied
as
the
construc6ve
terms
of
co-­‐crea(on,
co-­‐transforma(on,
vision,
focus
on
results,
development.
Apprecia6ve
discourse
analysis
aims
to
iden6fy
only
those
co-­‐transformer
elements
that
come
in
direct
contact
with
apprecia6veness,
our
lecture
being
an
apprecia6ve
one.
It
is
necessary
to
illustrate
through
en
vivo
the
difference
between
the
analysis
specific
to
the
deficiency
paradigm
and
apprecia6ve
analysis.
I
am
always
there
with
them
and
support
them,
that’s
why
I
do
not
need
to
make
many
individual
official
sessions.
They
ask
me,
I
answer
them.
I'm
not
a
person
to
relate
to
them
only
through
appointments
(supervisor,
May
2011)
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9.
• Through
the
apprecia6ve
induc6ve
analysis
established
from
following
a
secondary
analysis
of
data
used
in
Grounded
Theory,
were
constructed
categories
whose
features
folds
on
the
apprecia6ve
inquiry
stages
of
Discovery,
Dream,
Design
and
Des(ny.
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9
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10. D
Phase
Categories
Discovery
• Effects
of
supervision
perceived
in
terms
of
“what
works”
• Co-­‐crea6on
of
professional
success
Dream
• Foreshadowing
success
in
forming
of
supervisees
• Supervision
func6ons
in
posi6ve
transforma6on
Design
• Supervision
rela6onship
-­‐
co-­‐transforming
implica6ons
• Qualita6ve
supervision
-­‐
factor
of
organiza6onal
co-­‐
transforma6on
Des6ny
• Organiza6onal
development
–
construc6on
towards
success
• Progress
through
transparency
of
services
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11.
1.
Effects
of
supervision
perceived
in
terms
of
“what
works”
Supervisor
helped
me
to
improve
my
work
in
social
services.
(Social
worker,
May
2011)
I
oDen
used
version
of
support,
encouragement
and
orientaFon
towards
result
and
less
towards
deficit
or
what
they
failed
to
do.
(Supervisor,
May,
2011)
Supervision
brings
benefits
through
the
fact
that:
Provides
planning,
a
real
contact
with
situaFon,
which
can
give
you
a
predicFon
on
the
evoluFon,
based
on
which
you
make
a
work
strategy.
(Supervisor,
May,
2011)
It
gives
you
a
certain
comfort
when
making
a
decision
regarding
a
case
consulFng
someone
who
knows
he
is
responsible
for
the
advice
he
gives
(Social
worker,
May
2011)
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12.
2.
Co-­‐crea(on
of
professional
success
If
I
need
guidance,
I
ask
for
it
and
it
is
provided
to
me.
(Social
worker,
May
2011)
At
first
I
was
offered
supervision
and
I
was
actually
formed
by
it
(Social
worker,
May,
2011)
The
greatest
progress
I
made
is
that
I
am
not
so
much
emoFonally
involved
in
cases
I
work
with,
something
I
learned
from
the
supervisor.
(Social
worker,
May
2011)
It
provides
me
a
balance,
always
guiding
me
(social
worker
,
May
2011)
I
evolved,
I
improved
the
quality
of
services
and
work
with
beneficiaries
I
manage
to
perform
duFes
correctly
(social
worker
,
May
2011)
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13.
1.Foreshadowing
success
in
forming
of
supervisees
I
am
always
there
with
them
and
support
them,
this
is
why
I
do
not
need
to
make
many
individual
official
sessions,
they
ask
me,
I
answer
them.
I'm
not
a
person
to
relate
to
them
only
through
appointments
(Supervisor,
May,
2011)
On
long
term
the
supervisor
models
you
somehow,
makes
you
a
professional
over
Fme,
because
at
first
you
tend
to
be
very
subjecFve.
(Social
worker,
May
2011)
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and
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Sciences

14.
2.
Supervision
func(ons
in
posi(ve
transforma(on
I
oDen
used
version
of
support,
encouragement
and
orientaFon
towards
result
and
less
towards
deficit
or
what
they
failed
to
do.
(Supervisor,
May,
2011)
The
most
important
funcFon
is
the
support
and
assistance
to
achieve
the
quality
of
services
(social
worker,
May
2011)
Supervision
has
also
consulFng,
support
and
training
funcFons
over
the
social
worker.
(Social
worker
May
2011)
Supervision
funcFons
that
have
been
implemented
here
would
be
the
emoFonal
support,
technical
support,
sustentaFon
(supervisor,
May
2011)
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15.
1.
Supervision
rela(onship
-­‐
co-­‐transforming
implica(ons
In
the
individual
discussion
with
the
supervisor
all
aspects
are
clarifying:
a
performance
improvement
plan
of
the
supervisee
is
made,
supervisee
is
informed
about
the
situaFons
in
which
he
has
coped
successfully
and
the
achievements
during
the
year
are
presented
to
him
(Social
worker,
May
2011)
Supervisor
involvement
and
the
support
I
receive
can
be
more
obvious,
"work
flows"
(Social
worker,
May
2011)
Working
with
supervisor
helped
me
a
lot.
(Social
worker,
May
2011)
I
know
which
are
the
steps
of
supervision
their
needs,
and
so
on,
and
I
adapt
them
according
to
what
everyone
has
to
do
(supervisor,
May
2011)
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16. 1.
Supervision
rela0onship
-­‐
co-­‐transforming
implica0ons
When
your
supervisor
has
a
superior
experience
certainly
he
can
offer
you
the
feedback
you
need.
(Social
worker,
May
2011)
The
compaFbility
of
supervisee
with
the
supervisor
is
oDen
a
maUer
of
morality,
and
is
given
by
their
capacity
to
adapt
in
situaFons
in
which
they
are
set.
(Social
worker,
May
2011)
Being
few,
we
communicate
very
effecFvely
and
oDen,
thus
we
manage
to
make
our
problems
or
complaints
known
in
relaFon
to
the
one
next
to
you,
professionally
speaking.
(Social
worker,
May
2011)
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17.
2.
Qualita(ve
Supervision
-­‐
factor
of
organiza(onal
co-­‐transforma(on
I
have
always
supported
their
opening,
to
announce
in
advance
their
problem,
and
this
is
not
part
of
the
dead
line
-­‐
this
is
vital,
for
example,
discussing
the
reason
why
work
is
not
going,
in
order
to
help
him
solve
the
situaFon.
(Supervisor,
May
2011)
I
emphasized
more
appreciaFve
result
than
the
correcFve
one.
(Supervisor,
May
2011)
It
helps
to
keep
the
quality
of
services
we
offer
to
clients
(Social
worker,
May
2011)
Now,
through
the
influence
of
supervised
work,
I
became
a
professional
(social
worker,
May
2011)
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18.
1.
Organiza(onal
Development
–
construc(on
towards
success
I
evolved,
I
improved
the
quality
of
my
services
and
the
work
with
beneficiaries,
and
I
manage
to
perform
tasks
correctly
(Social
worker,
May
2011)
social
worker
must
turn
to
him
first
before
turning
and
reporFng
towards
the
client.
(Social
worker,
May
2011)
I
manage
to
perform
tasks
properly,
for
example
(Social
worker,
May,
2011)
I
manage
to
make
the
difference
between
the
work
under
the
influence
of
personal
emoFons
and
the
professional
work.
(Social
worker,
May
2011)
The
supervisor
is
the
person
who
offers
a
unitary
character
in
the
organizaFon
work,
meaning
we
all
go
in
the
same
line,
he
draws
a
specific
direcFon
in
working
with
beneficiaries,
with
the
establishment
of
a
certain
type
of
beneficiaries
to
whom
we
provide
our
services
in
a
qualitaFve
way.
(Social
worker,
May
2011)
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19.
2.
Progress
through
transparency
of
services
The
purpose
of
our
acFons
is
important
and
shows
us
that
we
operate
correctly
and
qualitaFvely.
(Social
worker,
May
2011)
Supervision
specifically
aims
as
the
social
worker
to
provide
quality
services
to
beneficiaries.
(Social
worker,
May
2011)
The
performances
of
the
organizaFon
are
in
relaFon
with
the
quality
of
supervision,
because
if
you
have
no
quality
in
supervision,
the
services
you
provide
are
not
qualitaFve
(Social
worker,
May,
2011)
Supervision
has
a
role
in
exposing
the
organizaFon
performance;
it
shows
the
level
of
structuring
and
planning.
(Supervisor,
in
May,
2011)
The
supervisor
taught
me
that
we
are
an
organizaFon
with
a
certain
status
and
a
set
of
rules
aimed
at
our
beneficiaries’
welfare
and
that
we
must
offer
qualitaFve
services
which
reflect
our
professional
skills.
(Social
worker,
May
2011)
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20.
• There
are
Correla6ons
between
categories
within
the
same
stages
specific
to
4D
cycle
as
well
as
between
categories
of
different
stages.
In
the
apprecia6ve
speech
iden6fied,
we
no6ced
the
common
presence
of
words:
improvement,
quality,
evoluFon,
training,
support.
EvoluFon
as
a
result
of
an
effec6ve
supervision
prac6ce
is
the
connec6ng
word
between
categories
of
the
Discovery
phase
and
can
be
analyzed
from
the
perspec6ve
of
what
goes
well
in
the
organiza6on
but
also
as
co-­‐crea6ve
component
of
professional
success.
The
support
appears
in
the
speech
placed
in
categories
from
different
stages,
Discovery
and
Dream,
and
can
be
interpreted
both
as
a
func6on
in
the
desideratum
of
posi6ve
transforma6on
but
also
as
an
already
iden6fied
strong
point
of
the
organiza6on.
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21. DISCOVERY
DREAM
• Perceived
effects
of
• Foreshadowing of success in
supervision
-­‐
what
works
forming the supervisees
• Co-creation of professional • Supervision functions in
success
positive transformation
DESTINY
DESIGN
• Organizational Development - • Supervision relationship, co-
construction towards success
transforming implications
• Qualitative supervision -
• Progress through service
organizational co-tranformation
transparency.
factor
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22.
In
analysis
of
this
model
we
iden6fied
a
set
of
features:
• Cyclical
is
characteris6c
to
apprecia6ve
discursive
model
in
supervision.
Subjects
perceive
the
process
as
developing,
expressed
in
terms
of
gradual
co-­‐transforma(on
and
co-­‐crea(on,
fact
observed
in
the
presence
of
specific
terms
within
component
categories
of
the
stages,
in
different
temporal
forms.
Common
pajern
of
stages,
the
development,
can
be
modified
depending
on
the
6me
of
its
iden6fica6on
or
awareness.
Apprecia6ve
language
exposes
the
supervision
process
as
the
catalyst
of
organiza(onal
development.
• Another
feature
of
the
model
is
the
recurrent
of
common
discursive
paKern,
namely
the
co-­‐construc(on
of
excellence
and
professional
success
through
the
supervision.
• A
central
posi(on
was
iden6fied
in
the
speech,
regarding
the
supervisor-­‐supervise
rela6onship
which
is
seen
as
a
partnership
with
co-­‐transforming
implica(ons.
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23. Please
contact
me
at
annacriss20@yahoo.com
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