Maurice Vanstone with Peter Raynor (Department of Criminology, SwanseaUniversity); Jersey Probation and After-Care Service (2013) Observing Interview Skills: a manual for users of the Jersey Supervision Interview Checklist
This manual is prepared as part of the Jersey Supervision Skills Study (JS3), a joint project of Jersey Probation Service and SwanseaUniversity. It includes as an appendix the current version (7C) of the Jersey Supervision Interview Checklist developed by Peter Raynor, Pamela Ugwudike and Maurice Vanstone.
Introduction: the Jersey Supervision Skills Study
This manual is a product of the research on supervision skills and offender engagement currently being carried out by SwanseaUniversity staff in collaboration with the Jersey Probation and After-Care Service. This is one of a number of studies done by Swansea researchers in the Channel Island of Jersey. Previous work has concerned risk/need assessment and the effectiveness of supervision (see, for example, Raynor and Miles 2007), and the present study grew out of a shared perception that developments in evidence-based practice in England and Wales had not yet paid sufficient attention to the impact of skilled one-to-one supervision. Would it be possible, we wondered, to carry out a systematic study of the skills and methods used by probation staff in individual supervision?
The original aim of the study was to collect about 100 videotaped interviews and to develop a checklist which could be used by observers to identify and note the skills and methods used. In particular, we wanted a checklist which would provide a reasonably accurate assessment but was simple enough to be used quite quickly by experienced observers, since we envisaged a possible use for such checklists in the observation of practice for staff development purposes. Participation in the study was voluntary, and the early stages were mainly spent developing the checklist and observing the interviews (for a fuller account of this part of the study see Raynor, Ugwudike and Vanstone 2010). The current version of the Jersey Supervision Interview Checklist, known as version 7C, attempts to strike a balance between comprehensiveness and user-friendliness, and covers the seven skill sets discussed in this Manual: interview set-up, non-verbal communication, verbal communication, use of authority, motivational interviewing, pro-social modelling, problem-solving, cognitive restructuring, and overall interview structure. Some of these we describe as ‘relationship skills’, used to promote communication, co-operation and trust, and others are ‘structuring skills’ intended to help probationers to change their thinking, attitudes and behaviour. In total, 63 items are assessed. Eventually we were able to collect and analyse a total of 95 interviews by fourteen different staff. No individual members of staff are identified in the reporting of results.
Contents:
- Introduction: the Jersey Supervision Skills Study
- Why do interviewing skills matter?
- Set up of interview
- Quality of non-verbal communication
- Quality of verbal communication
- Effective/legitimate use of authority
- Motivational interviewing
- Pro-social modelling
- Problem-solving
- Cognitive restructuring
- Overall structur3e of the interview
- Using the checklist in staff development: some tips on feedback
APPENDIX: the Jersey Supervision Interview Checklist 7C
Jersey-Observing-Interview-Skills-a-manual-for-users-of-the-Jersey-Supervision-Interview-Checklist
Jersey-Observing-Interview-Skills-a-manual-for-users-of-the-Jersey-Supervision-Interview-Checklist
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La loi devrait affirmer un droit à la réinsertion, dans tous les types d’établissements pénitentiaires. Qu’il soit clair que la fonction de la prison est de réinsérer les gens, pas de fermer la porte, prendre la clé et la jeter ! Dans la plupart des centrales, on vous donne une cellule et on vous dit de vous démerder, de ne pas ennuyer l’administration, de faire votre vie tranquille et ça ira très bien. Ce n’est pas un hasard si ce sont des détenus d’Arles qui ont été choisis pour participer à la conférence de consensus. Depuis la réouverture de la centrale en 2009, la direction a essayé de mettre en place un autre type de gestion. Par exemple, j’ai été à l’initiative, avec l’ancien directeur, de la mise en place des « détenus facilitateurs ». Leur rôle est d’être attentifs aux autres, d’intervenir en cas de difficulté pour atténuer les conflits entre détenus ou avec des surveillants. Souvent les détenus ont une attitude de rejet vis-à-vis de l’administration. Mais avec un autre détenu, ils parlent toujours. Je leur expliquais : « si tu as un problème, tu viens me voir, on boit un café, tu m’exposes ton problème et je verrai de quelle manière je peux intervenir pour toi ». Au début, certains ont pensé qu’il s’agissait de « prévôts ». Progressivement, notre rôle a été compris et accepté.
This summary provides an overview of key evidence relating to reducing the reoffending of adult offenders. It has been produced to support the work of policy makers, practitioners and other partners involved in offender management and related service provision. The first version of this summary was published in September 2013, and this version has been updated to reflect recent evidence.
