Portage Reflective Practice Model Elements the Portage

Portage Reflective Practice Model Elements

The Portage Reflective Practice Model "includes three prerequisites, or key elements. They are: a commitment to develop and maintain trust and security within the group; allocation of time and place for regularly scheduled staff meetings; and support for activities that encourage and teach ways to reflect on the work at all levels of the organization" (Early experiences matter, 2010, Zero to Three). Communication, trust, support and sharing are all essential elements of this reflective practice model. In the context of my own, personal experiences, I have seen that miscommunication between staff members is one of the most difficult barriers to overcome when helping others. Sharing what works and what does not work with clients in a group format is helpful for employees, as well as the population an agency serves. Dealing with challenges as a team is essential. A staff cannot be fully functional if it is factionalized.

Understanding different points-of-view and coming to a consensus is the most difficult part of working with others. While it is easy to be mildly self-reflective alone, a group is often more critical, which can result in bruised feelings. However, I have found if there are formal methods of dialogue prescribed, such as not talking out of turn or always saying something positive as well as something negative about someone's performance, then the rules can help keep the discussion within civil boundaries.

Talking with others is necessary for truly reflexive practice. Seeing one's self through the eyes of others can be an important wake-up call, or simply just a good way of getting new ideas. Even when working alone, participating in professional associations, seeking support (while still maintaining client confidentiality) from colleagues and revaluating one's own practice in light of new information from research and reading, are all part of being a truly reflective practitioner.

Part II: Counseling psychology ethics case study: Situation 5

The APA offers ethical guidelines for the therapist to consider when terminating treatment. While nonpayment of fees is considered to be a legitimate ethical reason for terminating treatment, the therapist must still keep the client's mental health in mind and act in a professional manner. Termination 'types' are often classified as follows: "prospective," or ending at an agreed-upon date before the therapy begins; as ending by a "flexible" mutual agreement; as ending "obliquely" through client abandonment of the therapist; in a "complex" fashion; and finally in an unprofessional fashion.

Keeping the reasons for the termination as explicit as possible for the client as possible is essential (Davis 2010). The therapist must make clear to Ms. G that the termination is due to professional reasons, not a personal judgment upon her character or her case. The therapist must be aware that Ms. G may be refusing to pay as a psychological means of resistance, or as a way of discontinuing therapy without actually doing so in an active fashion. During the process of termination, the therapist may wish to explore this with Ms. G.

Ideally, the therapist should have discussed payment methods with Ms. G before therapy began. As finances and the issue of insurance reimbursement for limited numbers of therapy sessions are issues that frequently arise, the therapist should gain a sense of what the client wants and expects from therapy before commencing the formal part of the therapeutic process. Discussing when and how termination will occur should be part of the initiation process; additionally, gaining a reasonable sense of what the client is willing to pay and expects to invest in therapy will enable the therapist to better structure the therapy as well as minimize possible trauma and discomfort for both the therapist or client.