Forming a group
Group supervision is a peer-learning set facilitated by a skilled supervisor. The framework recognises it as an alternative or addition to individual clinical supervision — and explicitly notes that the supervisor needs adult education and group facilitation skills on top of clinical supervision skills. Don't underestimate this. A great 1:1 supervisor is not automatically a great group facilitator; it's a different muscle.
Practical decisions
Before you start, settle these explicitly:
| Decision | Considerations |
|---|---|
| Size | 4–8 is the sweet spot. Smaller and the energy can dip; larger and individuals don't get airtime |
| Frequency | Monthly is common. The programme requires monthly clinical supervision — group supervision can satisfy that requirement if it is well-run and the also has access to 1:1 reflection when needed |
| Duration | 90–120 minutes. Anything shorter loses depth; anything longer loses focus |
| Membership | from a team, locality, or region. Mixed experience levels can be powerful — if you actively level the contributions so juniors don't defer |
| Confidentiality | Agreed up front, in writing |
| Leadership | One named facilitator. Not a rotating chair (rotating chairs dilute psychological safety) |
| Cancellation policy | Same rigour as 1:1 supervision. If members miss frequently, group cohesion collapses |
| Records | Brief, focused on agreed actions. Never minute-style notes of who said what |
Before the first session
Do not just send a calendar invite. Run a one-to-one with each prospective member before the first group session — 20 minutes is enough. Cover:
- What are they hoping for? What's worked in past supervision, what hasn't?
- What worries them about being in a group? Common worries: looking inexperienced, being judged, having to perform, sharing difficult cases in front of peers. Name these now.
- Practical info. Time, place, agenda format, ground rules, how cases will be brought.
- Psychological safety prep. Tell them what they can expect from you as facilitator and what you'll expect from them.
If someone seems lukewarm at this stage, talk it through. Group supervision works best with willing participants.
In the first session
The first session sets the temperature for the next year. Spend it deliberately:
- Co-create the ground rules. Don't impose them. Members suggest, you facilitate, the group agrees. Cover confidentiality, how disagreements will be handled, contribution norms ("we make space for the quietest voice"), challenge norms ("we challenge the work, not the person"), time-keeping, and what happens when someone is upset.
- Agree how cases will be brought. Pre-notified by Friday for Monday? Or on-the-day with a brief group decision about which case to take? Both can work; mixed approaches are confusing.
- Walk through what to expect. Outline a typical session shape so nobody is surprised on session two.
- Run a low-stakes opening round. "What's something you noticed about your practice this month?" Build trust through small offerings before asking anyone to bring a difficult case.
End the first session early if the room is tired. There's no prize for finishing on time; there is a prize for the group leaving feeling glad they came.
Common pitfalls to avoid
- Running it like a workshop or training session. Peer supervision is reflective, not didactic. If you find yourself teaching, stop.
- Letting one or two voices dominate. That's your job to manage. Use rounds, invite specific people in, set norms early.
- Confusing it with a team meeting. Operational issues belong elsewhere — re-route them. "That sounds important; let's talk to your line manager about it after this."
- Letting safeguarding bleed in. A group is not the right place for an unfolding safeguarding situation. Peel it off, handle 1:1, and return the group to its purpose.
- Skipping the contracting work. A group without explicit ground rules drifts toward the lowest common denominator of safety. Front-load this and revisit it every 6 months.