容曾莘薇博士：萨提亚模式的督导具有哪些重要特点？

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本文翻译：涂又红老师 Hettie Tu

萨提亚模式的督导具有哪些重要特点？

本文摘自2011年7月容曾辛薇博士（Grace Yung）写的一篇411页的博士论文，主题是关于萨提亚模式的督导。

原文题目：

Virginia Satir’s Enduring Legacy – Exploring her Clinical Supervision Practices Using Gadamer’s Philosophical Hermeneutics

容曾莘薇博士

（ Dr. Grace Yung Tsang)

澳洲新英伦大学哲学博士

专研【萨提亚成长模式的临床督导】

容曾博士从事教育工作近五十年，曾担任教师、讲师及校长等职务，并于1992年获颁香港优秀教育工作者爱心奖。她在1983年开始辅导工作，曾于中学、医院的精神科单位及私人机构担任辅导员，并于1997年开展临床督导的工作。

容曾博士在过去三十多年致力在香港和世界各地推动【萨提亚成长模式】的学习，曾经是香港萨提亚人文发展中心的核心领导。她是第一位当选为Virginia Satir Global Network(萨提亚全球网络】干事的亚洲人，也是第一痊在2009年获得该网络颁发LIVING TRE】ASURE(活生生的宝藏）荣誉的亚洲人。

Supervision which is based on the Satir Model is a growth, process- oriented approach.

萨提亚模式的督导是一个重视成长、以历程为导向的模式.

.Grace Yung did her doctoral research on how Satir supervised .

容曾莘薇曾经以萨提亚如何督导作为她博士学位的研究课题

.For her research, she interviewed 15 people who had been supervised by Satir.

容曾莘薇访问过15名曾经接受过萨提亚督导的人士

Goal: to help supervisees be centered and grounded in their essence, especially in their own self-worth and abundance of resources.

目标：

帮助受督导者回到自己的中心，扎根于自己，尤其是安住在自我价值和丰盛的资源上

Satir based her supervision on the power of connection

萨提亚会把督导工作的基础建立在她和受督导者之间的联结力量上

Satir used a co-discovery process to help the supervisees unfold their abundant resources and be grounded in their strengths, so they could do the same for their clients

萨提亚运用共同探索发现的历程去帮助受督导者们打开他们丰盛的资源并且连接他们的优点，以致他们也能以同样的做法应对他们的服务对象

萨提亚相信

Satir believed that

The manifestation of the Self/Life Energy of the supervisee was primary.

受督导者的自己或者生命能量的彰显是最首要的。

The mission was to take supervisees to a higher level of self-worth and a higher level of being and functioning. "I matter，I am important, I am worthy of love”.

督导的务旨在带领受督导者到一个更高层次的自我价值和更高层次的存在和功能（感）【我在乎，我是重要的，我是值得爱的】

萨提亚期望督导者会

Satir expected supervisors to

practice self-reflection regarding their own personal and professional behavior and facilitate the same in their supervisees .

就个人成长及专业行为两方面实践自我反思，并且促进受督导者经历同样的自我反思的历程。

facilitate supervisees to acquire a bigger picture of the issues of their trainee, for example, a systemic perspective, to help them bring about change .

促使受督导人士获取更广阔的画面感来体会他们的受训者身上所呈现的问题，例如以系统性角度协助他们带来改变。

Satir expected supervisors to facilitate supervisees to access, nurture, and utilize the potential of the dimensions of the Self to increase the possibility of their being：

萨提亚期望督导者们能促使受督导者联结、滋养及运用

自己的潜力层面，来增加可能性达至下列状况：

physically healthy

mentally alert

connected to their feelings

loving

playful

authentic

creative

and productive

生理健康

敏锐的精神状态

与本人的感觉联结

有爱心

逗趣

真实的

创造性的

具生产力

萨提亚期望督导者能就下列项目目负责

Satir expected supervisors to be responsible for

Creating a growth enhancing space where supervisees feel safe to be authentic and take risks.

创造一个有助成长的空间，让受督导者在这个空间当中感受到安全感，因而变得真诚和愿意承担风险

Engendering hope.

引发希望

Moving beyond the presenting issue to the deeper internal process of the supervisee.

从受督导者目前的问题转移到更深层的内在转化历程

Opening up new perspectives and possibilities for the supervisee.

为受督导者开创新的观点和可能性

Being sensitive to the needs of the supervisee and backing off when needed.

善于体会受督导者需要，因情境需要甚至退后不加干预

萨提亚期望督导者们能

Satir expected supervisors to

demonstrate being connected with supervisees while keeping appropriate boundaries.

一方面保持与受督导者联结，另一方面却又能保持适当的界线‍‍

guide supervisees to be responsible for themselves and the supervision context.

引导受督导者自我负责及对督导的情境负责

guide supervisees to be responsible to their clients, not responsible for them.

引导受督导者对来访者的咨询历程负责，而非为来访者的选择及其选择的结果承担责任。

Satir expected supervisors to take charge of the process by leading a half step behind. This meant being fully present，listening attentively, and following the flow of the supervisee.

萨提亚期望督导者们能用慢半拍的带领方式掌控整个进程。这是说要做到全程处于当下，细心聆听，并且跟随受督导者流动

It also meant using one's intuition as to when to shift the focus from the supetvisee'outside to the inside and to their strengths,resources,and good intention.

这也意味着运用自己的直觉，决定何时把受督导者的焦点从外在世界转移至内在世界以及个人的力量、资源和良好的意图