This paper describes a coaching supervision framework and practice and the effects of it on participants in the monthly supervision groups¹. The framework was originally developed in an action research process aimed at improving and standardising supervision practice and consists of a conceptual model and a structure for the supervision conversationβ. In 2008, in the spirit of continuous improvement, a qualitative researcher was invited to explore the effects of this revamped supervision practice. The paper draws on three sources of data: observation of supervision groups in action, written reflections from supervisors and interviews with supervisees.
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