Seite 36 [36]
OCR
WOLFGANG KNOPF member of ANSE. But how to draw up, and agree to guality standards in a culturally diverse field? To overcome the disparities arising from differing theoretical approaches and historical roots, and to at least establish the initial base for a cross border, professional understanding of supervision and coaching, long and intensive discussion proved necessary. But we succeeded in establishing consensus on a minimum level, representing the first important definition of quality criteria all concerned could agree to Up till now, these initial ANSE standards have proved to be workable. But at a minimal level only. Times are changing, however, and confronting us with more complex quality issues. Around the beginning of this century, the rise of coaching confronted the community of supervisors with new challenges. In intensive discussions on both policy and content level, ANSE and its members tried to clarify whether coaching could be an option for supervisors. Clearly, there appeared to be more under the sun than just reflecting on the dyad ‘person and work’. An so, the appearance of coaching, thus far mainly applied to the support of managers, forced the community of supervisors to face the role of organisational matters within supervisory processes in a new way, and challenged them to selfreflect: is our traditional approach still ‘state of art’? Do we act on behalf of the supervisee, on behalf of the organisation or on behalf of both, managing tensions and contradictions within the supervisory process? Yet, partly because of these discussions — and the heightened awareness of the system character of supervision they brought with them - the recent decades may be seen as a success story of theoretical and practical development of supervision and — in later years — of coaching as well; supervision influencing coaching as much as the other way round. So far, the provisional conclusion of the ongoing discussion on the interaction between “Person — Work — Organisation” is that supervision and coaching have assumed an important and relevant role in a world of rapid changes and developments in the workplace, offering critical reflection together with task orientation. ONGOING DEVELOPMENT: WHAT DO SUPERVISORS AND COACHES NEED TO MASTER? For further quality development, the initial standards soon proved too limited to properly serve the mission of ANSE. Luckily, already from the eighties onward, the gap between science and consulting has gradually diminished, leading to a broader definition of supervision and coaching. Supervision and coaching + 34 +
