Maurice Williams is the former director of Treatment Foster Care. He points out “hundreds of problems that need to be solved” each and every day (“Structural Framework: Authority and Supervision,” 2013, p. 1). However, Maurice indicates that his very first concern when he shows up for work is whether there were any disruptions overnight that need to be dealt with immediately. In other words, a director of human services needs to address crises calmly, efficiently, and carefully. As the director of the human services program—in this case foster care—Maurice shows how a leader’s role is to anticipate and identify problems as they arise, as well as delegating responsibility. Maurice notes, “it is my responsibility to get with the clinical director, to get with case carrying social worker to figure out what actually is the problem,” (“Structural Framework: Authority and Supervision,” 2013, p. 1). This requires following policy and procedure, involving the participation of the entire team rather than making unilateral decisions. Although this may seem to slow down the decision making process, Maurice shows that involving the entire team ensures that the case is dealt with effectively by paying attention to all the contextual variables, the case history, as well as the new information precipitating the crisis.
References
Bogo, M. & Dill, K. (2008). Walking the tightrope. Child Welfare 87(6): 141-157.
Bunger, A.C., Collins-Camargo, C., McBeath, B., et al (2014). Collaboration, competition, and co-opetition. Children and Youth Services Review 38(2014): 113-122.
Farh, C.I.C. & Chen, Z. (2014). Beyond the individual victim. Journal of Applied Psychology 99(6): 1074-1095.
Hanna, M.D. & Potter, C.C. (2012). The effective child welfare unit supervisor. Administration in Social Work 36(2012): 409-425.
“Structural Framework: Authority and Supervision,” (2013). Laureate Education, p. 1).
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