Those working in health services are often under exceptional pressure clinically as well as organisationally. This editorial explores different interventions that might be made to make potentially stressful work more productive for the person working, those around them as well as their patients. Isabel Menzies Lyth (1988) in her classic study ‘Containing anxiety in organisations’ found that as a defence against anxiety created by the work, health services were organised so that staff only dealt with bits of patients. However, then came along such changes as whole-person care (Bickerstaffe, 2013), named nurses (Department of Health, 1991) and a customer relations approach (Starr, 1982; Waring & Currie, 2009). These increased what has been termed the ‘emotional labour’ (Hothschild 1983) of the work, the adverse effects being shown by female doctors and nurses consistently having some of the highest occupational suicide rates (Office for National Statistics, 2017; WebMD, 2019). Yet the Care Quality Commission (2013) ‘Supporting Information and Guidance: Supporting effective clinical supervision’, does not consider the need for personal therapy of either the supervisor or the supervisee. Indeed, we may be returning to a situation similar to that at the start of psychoanalysis where, as Ferenczi (1988) pointed out, the client/patient has had more therapy than the therapist. Although now in the case of supervision the client increasingly may have had more therapy than the therapist and possibly the therapist’s supervisor! Anecdotally, emotional stress has traditionally been dealt with by ‘going home and kicking the cat’. This is more likely to take the form, for those who have a partner, ‘what kind of day did you have?’ Yet in practice finding somebody who can be there at the right time to appropriately listen and respond is far from easy. There is also the very real problem that what many people in health service work have to contend with is so unmentionable in ordinary society that it might be a form of violence to offload it onto another. There again, there have perhaps been too many cases where an external clinical supervisor has been brought in to help staff work through emotional constrictions initiated by their work and hardly anyone turns up! Below I offer my experiences of some roles involving clinical supervision I have been employed in by the United Kingdom (UK) National Health EUROPEAN JOURNAL OF PSYCHOTHERAPY & COUNSELLING 2019, VOL. 21, NO. 2, 89–95 https://doi.org/10.1080/13642537.2019.1602921

中文翻译：

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未接受治疗的卫生服务人员的心理治疗临床监督

那些在卫生服务部门工作的人通常在临床和组织上都承受着特殊的压力。这篇社论探讨了可能采取的不同干预措施，以提高工作人员、周围人员和患者的潜在压力工作的效率。伊莎贝尔·孟席斯·莱思 (Isabel Menzies Lyth) (1988) 在她的经典研究“在组织中遏制焦虑”中发现，为了抵御工作造成的焦虑，卫生服务的组织方式使得工作人员只处理部分患者。然而，随后出现了诸如全人护理（Bickerstaffe，2013 年）、命名护士（Department of Health，1991 年）和客户关系方法（Starr，1982 年；Waring & Currie，2009 年）等变化。这些增加了工作中所谓的“情绪劳动”（Hothschild 1983），女性医生和护士所表现出的不利影响一直是职业自杀率最高的（国家统计局，2017 年；WebMD，2019 年）。然而，护理质量委员会（2013 年）“支持信息和指导：支持有效的临床监督”并未考虑监督者或被监督者进行个人治疗的必要性。事实上，我们可能会回到与精神分析开始时类似的情况，正如 Ferenczi (1988) 指出的那样，来访者/患者接受的治疗比治疗师多。尽管现在在监督的情况下，来访者可能比治疗师和治疗师的上司接受的治疗越来越多！有趣的是，传统上，情绪压力是通过“回家踢猫”来解决的。对于那些有伴侣的人来说，这更有可能采取这样的形式，“你今天过的是什么日子？” 然而在实践中，找到一个可以在合适的时间出现在那里以适当地倾听和回应的人远非容易。还有一个很现实的问题，很多从事卫生服务工作的人要面对的问题，在常人社会中是难以言表的，把它推到另一个人身上可能是一种暴力。再说一次，可能有太多的案例是聘请外部临床主管来帮助员工克服因工作而引发的情绪限制，而几乎没有人出现！下面我将介绍我在英国 (UK) National Health EUROPEAN JOURNAL OF PSYCHOTHERAPY & COUNSELING 2019, VOL. 中担任的一些涉及临床监督的角色的经验。21，没有。2、