1. Reflective Practice and Emotional Awareness
Why it matters: Supervisors’ emotions and reactions directly shape the tone of supervision.
What it involves: Ongoing reflection on frustration, empathy, defensiveness, or anxiety, to prevent distortion of judgment.
Supervisory focus:
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“What am I noticing in myself right now?”
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“How might this reaction be affecting my feedback or questions?”
2. Recognition and Management of Bias
Why it matters: Supervisors bring cultural, social, and personal assumptions into supervision. Left unchecked, these biases can distort feedback and learning.
What it involves: Awareness of implicit biases, strategies to mitigate them, and a commitment to inclusivity.
Supervisory focus:
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“What assumptions might be influencing my interpretation of this case?”
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“Am I privileging my preferred mediation style over theirs?”
3. Power and Authority Consciousness
Why it matters: Supervisors hold positional authority, which affects supervisees’ openness and confidence.
What it involves: Acknowledging structural power while creating collaborative, non-threatening spaces.
Supervisory focus:
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“How does my authority shape what supervisees feel safe to share?”
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“Am I encouraging honest disclosure, or creating fear of judgment?”
4. Ethical Responsibility and Integrity
Why it matters: Supervisors model ethical standards for mediators. Their conduct sets the tone for reflective, accountable practice.
What it involves: Upholding confidentiality, maintaining clear boundaries, and responding thoughtfully to ethical dilemmas in line with Family Law obligations and AMDRAS standards.
Supervisory focus:
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“Am I modelling the ethical standards I expect of mediators?”
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“How do I handle dilemmas in supervision to reflect impartiality and child-focused practice?”
5. Openness to Feedback and Learning
Why it matters: Supervision is a two-way process. Supervisors who remain open model humility and lifelong learning.
What it involves: Seeking feedback from supervisees, engaging in CPD, and adapting strategies.
Supervisory focus:
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“What feedback have I invited from supervisees?”
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“How am I continuing to develop my own practice as a supervisor?”
6. Modelling Reflective Practice
Why it matters: Supervisors’ behaviour influences how mediators approach reflection.
What it involves: Demonstrating self-awareness in sessions, sharing examples of reflective thinking, and modelling ethical reasoning.
Supervisory focus:
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“Am I showing the same level of openness I expect from supervisees?”
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“Do I make my reflective process visible as a teaching tool?”
7. Handling Countertransference in Supervision
Why it matters: Supervisors may project personal emotions onto supervisees or their cases, which can distort objectivity.
What it involves: Recognising these responses, and using peer consultation or supervision to process them constructively.
Supervisory focus:
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“Am I reacting to the case, or to something in my own history?”
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“What steps can I take to process this safely outside the session?”
8. Self-Care and Wellbeing
Why it matters: Supervisors cannot support others if they are depleted themselves. Burnout undermines presence and judgment.
What it involves: Stress management, peer support, realistic workload boundaries, and attention to physical and emotional health.
Supervisory focus:
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“What routines sustain my resilience?”
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“How do I notice early signs of depletion or overwhelm?”