THERAPY SUPPORT GROUP

Therapy Support Group

Therapy Support Group

Introduction

Domestic violence is a dangerous and prevalent social problem that affects all socioeconomic, racial, and cultural groups in the United States, One out of every two women experiences violence in an intimate relationship during her lifetime. Up to one third of women go on to sustain recurrent violence and coercion (battering) with their partner (National Victim Center, 1993). Statistics estimate that 2 to 4 million women are victimized by partner abuse annually, and every year approximately 2,000 women are killed by spouses, ex-spouses, or boyfriends (National Victim Center, 1993; Roberts, 1998). Children are also affected, with child abuse 1,500 times higher than the national average in homes where spousal abuse occurs (National Victim Center, 1993). Social and government organizations are responding to these frightening numbers with an increased commitment to prevention and intervention.

A core issue in the dynamic of domestic violence is the misuse of power and control in relationships initially and reasonably assumed to be safe Survivors of partner abuse are necessarily sensitive to the ordinary exertion of even appropriate power when it is misunderstood or perceived to be arbitrary. Therefore, domestic violence services and their leadership structures must be ever mindful of this dynamic.

Leadership

Social service and mental health agencies have traditionally been organized along hierarchical models, making administrative and leadership innovation within programs challenging. Hierarchical models, based on outdated industrial and military methods, have increasingly been viewed as ineffectual and inefficient means of meeting the needs of consumers (Heifetz, 1994; Helgesen, 1995; Pinchot, 1996). Despite dissatisfaction with traditional models, and an understanding of the benefits of more open and inclusive leadership styles, organizations have found it difficult to integrate new leadership systems (Helgesen, 1995). The effects of a more static, pyramidal structure can result in physical and psychological distancing between front line staff and the traditional decision makers and a stifling of creativity among staff (Heifetz, 1994). Finally, the rigid exertion of power in the structure of a program is antithetical to the goal of domestic violence shelters-diminution of absolute power and cautious leadership to empower staff and residents.

Flexibility in both leadership and organizational structure are especially important in the domestic violence shelter. The grassroots history of the shelter movement lends itself to resist systems that stress unequal power and control amongst community members. In the shelter, advocacy and milieu workers often have the most contact and meaningful interaction with families. The leader(s) in this setting must instill an understanding of domestic violence trauma and create a community that includes and values all members (staff and residents). The use of interdisciplinary teams requires coordination and leadership above and beyond traditional management models (Webster, Grusky, Podus, & Young, 1999).

Open or Closed Group-Rationale

Formal leadership invokes the concepts of innovation and influence.

The director recognized an opportunity to model expression of authority through the delineation of shared staff assumptions (Bloom, 1997). This concept parallels that of the Sanctuary" model, an inpatient therapeutic community program that stresses safety and shared responsibility for clients and ...