Biomedical subjects

Robert L Weber

Publications and source records attributed to Robert L Weber.

3 recordsLinked to original sources

PubMed2004

Organizing and maintaining peer supervision groups.

Peer supervision groups (PSGs) are attractive to psychotherapists for many reasons, including ongoing consultation and support, networking, and combating professional isolation. These leaderless groups offer opportunities for interpersonal learning from peers, and the parallel process within PSGs can be an important consultative tool. Unfortunately, many PSGs fail. PSGs benefit from careful attention to contract, task, gatekeeping, and group process, including resistances and dynamics of competition, and shame.

Cooperative Behavior↗

PubMed2003

The group therapist's shame: a much undiscussed topic.

The topic of shame in group therapy has received limited attention in the group therapy literature. When the topic has been addressed, the focus has been on the shame of the group members. The shame of the group leader and its effect on leadership efficacy and group process has received inadequate attention, given what seems to be its power and prevalence. In this article we examine shame and the group therapist with regard to (1) potentially shameful topics and (2) dynamics that evoke shame. Suggestions for both the mitigation of shame and the enhancement of the leader's self-esteem in dispatching the role and functions of group therapist are offered. In discussing this subject, we propose to normalize group therapist shame by emphasizing the challenges and complexity of group leadership. While the examples illustrate an array of emotions, our purpose is to focus on their shameful elements because they are (1) frequently ignored or overlooked; (2) not made explicit; or (3) discussed in other terms, such as narcissism. In doing so, we invite the reader to consider the clinical utility of the hypothesis that shame has a powerful presence and impact on our leadership image and effectiveness.

Defense Mechanisms↗

PubMed2002

Changing the guard: new leadership for an established group.

When the leader of an established therapy group decides to leave, the group may wish to continue with a new leader. This decision deserves careful exploration. The transfer of leadership to a new leader is a powerful event in a group. New leaders often experience strong countertransference reactions. Specific recommendations for new leaders include meeting individually with each continuing member, helping the group stabilize and process the meaning of the change, and developing ownership of the leader role. When managed successfully, a leadership transition can strengthen the group cohesion and offer important therapeutic opportunity.

Adult↗