Yalom (2005) explained transference as being “attitudes toward the therapist that had been “transferred” from earlier attitudes toward important figures in the client’s life” (p. 201). This integration paper will describe a relationship I have with a work supervisor. Followed by an explanation of how and why aspects of our interactions have been influenced by me transferring attitudes I have, regarding my grandfather, onto my supervisor. Concluding with observations I have seen in this person’s interactions with me and others that suggest transference is potentially a factor. Transference could be an explanation for the tumultuous relationship I have had with one of my current supervisors. Ever since the beginning of our work relationship …show more content…
205), or in this case, I might perceive my supervisor incorrectly because of transference distortions. By taking a closer look at our relationship I have noticed during the dysfunctional phases there are usually male co-workers involved. I regard my supervisor as giving my male counterparts more attention or more responsibilities. According to Yalom (2005), “Transference is so powerful and so ubiquitous that the dictum “the leaders shall have no favorites” seems to be essential for the stability of every working group” (p. 207). If I view my co-workers as getting more attention, than I am under the impression that the authority is showing favoritism, in effect, making the group …show more content…
Within our work organization, this particular supervisor oversees a small group of us that perform tasks separate from day-to-day operations. In the beginning this sub-group consisted of mostly women, with only one male. In the past, transference was never a factor because I knew there was a personality conflict with the one male in the group, thus I discerned us as a cohesive group because it did not feel as though one member was being favored over the other. More recently, the dynamics of the group have changed with an exit of old members and entrance of new members. With the addition of two more male members, my placement in the group feels threatened because of the interactions my supervisor has had with my two male co-workers. There have been several policy changes, but the information did not come from my supervisor, it came from a male co-worker. Why did my supervisor choose to confide in my male co-worker over anyone else? On top of that there have been some negative comments directed at myself and a female co-worker, in addition, unfavorable work tasks that have been assigned to only
I noticed merging from the group were leaders; males. According to (Banaji and Greenwald, 2013), “leader = male stereotype is generally valid,” (pg. 88). The males that were taller and more athletically built displayed confidence and direction for the group. I stood back and didn’t take the leadership role because I assumed people saw my mannerisms revealed the lack of confidence I had about myself. I eagerly listened to directions and cautiously abided by the ideas of others, so that I could have a positive impact on the group activities. However, I found that members of my group didn’t treat me any different. I felt a confidence building within me as I began to feel as an equal member of the
The relationship between the husband and wife seems initially to be perfect. They both show each other expressions of love. There is understanding, harmony, financial security, and good communication between them. The couple spends a lot of time together, discussing future plans, and talking about the good moments they had in the past. However, behind all of this positive interaction between the two of them is something they are both not able
My respect and solid working relationship with my supervisor allowed me to discuss any vicarious trauma I may have been experiencing. These bi-weekly sessions allowed me to process my strong feeling of sadness I felt for Susan as she lived among piles of possessions and a completely unusable and unsanitary kitchen. Supervision allowed me to express my thoughts of frustration during times of setbacks and to celebrate as accomplishments were made. Furthermore, through my supportive relationship with my supervisor I was able to learn more about myself and develop deeper therapeutic skills. I believe good supervision is important. Research shows the importance of individual supervision as the Charity Organization Department of the Sage Foundation offered the first known supervision in 1911(Kadushin,
According to the developmental model, there are markers the supervisor should be aware of as the supervisee continues to grow. Level one, the supervisee will feel unsure of
Countertransference first introduced by Freud, “as a therapist’s unconscious reaction to a patient’s transference” (Dass-Brailsford, pg. 293, 2007). This concept has since become known as a normal emotional reaction to a client. This reaction that comes from the therapist is a resolved or unresolved conflict within the therapist (Dass-Brailsford, 2007). This has nothing to do with the client but something the client said or did triggered the therapist. If this goes unnoticed, it can be detrimental to the client’s recovery. The therapist may begin to overidentify with the client and lose their sense of hope (Dass-Brailsford, 2007).
Attachment theory is viewed as a valid conceptual framework for explaining one’s predisposition toward group counseling. This includes ability, motivation, and behavior. Attachment style reflects a person’s past experiences with significant others, it is expressed in
Transference and counter transference is one of most important aspects of treatment between patient and practitioner. In a clinical setting we do not always have the opportunity to have consecutive treatments with the same patient and as a result may not be able to acknowledge or notice these occurrences. It is not often that I have the opportunity to see a patient on a regular basis or even twice for that matter. As a result, it is not possible for me to notice or recognize any transference that the patient my have towards me. At times however, I clearly know the impose counter-transference & boundaries issues which patient and I experience.
... the office. These anecdotes are entirely anti-female based and sound more like what a paranoid feminist might think than what actually goes through the minds of men and women alike in the workplace. However Josefowitz accurately portrays the inevitable presence of separation of thought patterns between men and women.
The therapist would then interpret this information, which consists of teaching, pointing out and explaining what the therapist is noticing through this free association (Corey, 2013). One of the key factors in a therapeutic process is the client-therapist relationship. Without this relationship, transference cannot be assessed.
Hoobler, J., Wayne, S., & Lemmon, G. (2009). Boss' Perceptions of Family-Work Conflict and Women's Promotability: Glass Ceiling Effects. Academy of Management Journal, 52(5), 939-957.
Schuh, S. C., Bark, A. S., Quaquebeke, N. V., Hossiep, R., Frieg, P., & Dick, R. V. (2014). Gender differences in leadership role occupancy: The mediating role of power motivation. Journal of Business Ethics, 120(3), 363-379. doi:http://dx.doi.org/10.1007/s10551-013-1663-9.
Lieberman, Simma. “Better Communication between Men and Women in the Workplace: Some Useful Tips”. Retrieved on October 4, 2004 from http://hodu.com/business-communication.4.shtml
Throughout my career I have encountered employees who view our relationship at Maxwell’s first level. These individuals are usually new to our school system and we haven’t yet had the time to develop a personal relationship. Notably, many
A lateral romance is a relationship between employees of equal status. A hierarchical romance is where two employees are at different organizational levels. For example, when a manager is romantically involved with his or her subordinate. Hierarchical WR are more frequent and more problematic than lateral romances due to the power differences between the partnership (Wilson, 2015). Research has also identified a number of different motives for engaging in a WR. It may be: a love motive- a sincere desire to seek a long-term relationship, an ego motive- a desire to seek adventure, excitement, sexual experience or a job-related motive- a desire to seek security, power, financial rewards (Wilson, 2015). Power is a key variable in understanding the effects and consequences of the romance. It acts as a function of the dependence of each partner on the other for resources that are exchanged in the relationship. Workplace behavior is affected when there is an unbalanced power relation, however when the power relationship is balanced, both members are equally committed to their organizational and personal roles (Pierce et al.,