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Parallel process originally referred to a phenomenon in which therapists
unconsciously replicate the problems and dynamics of their clients during
supervision.
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Derives originally from psychoanalytic concepts related to transference and
has traditionally been applied to the psychotherapy supervisory relationship
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Occurs when the supervisory relationship may mirror much of what is going on
in the relationship between therapist and client.
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Conflicts belonging at one location are often displaced and enacted
elsewhere because of a parallelism between the conflicts at the place of
origin and the place of expression.
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But
parallel processes occur wherever there are groups of people working
together.
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When
two or more systems – whether these consist of individuals, groups, or
organizations – have significant relationships with one another, they tend
to develop similar affects, cognition, and behaviors, which are defined as
parallel processes -
K.K.Smith, V.M. Simmons, and T.B. Thames,
The Journal of Applied
Behavioral Science, 1989. 25(1): p. 11-29.
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The organization is a living thing, the whole is greater than the sum of the
parts.
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Complex,
parallel process interactions occur between traumatized clients, stressed
staff, pressured organizations, and hostile economic and social forces in
the larger environment.
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As a result, our systems can inadvertently recapitulate the very experiences
that have proven to be so toxic for the people we are supposed to help.
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Not only does this have a detrimental effect on clients, but it also
frustrates and demoralizes staff and administrators, a situation that can
lead to worker burnout with all its attendant problems.
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Ultimately, the inefficient or inadequate delivery of service and the toll
this takes on workers, wastes money and resources.
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This vicious cycle also lends itself to a world view that the people
receiving the services are the cause of the problem and that their
situations are hopeless and they cannot really be helped.
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In this way, systems designed to help people may end up repeating the
patterns of repetition that are keeping the individuals they are serving –
and their staff members – from learning, growing, and changing.
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At the
Sanctuary Institute,
leadership teams from caregiving organizations learn the ways in which
parallel processes within their institutions are creating adverse conditions
for health and healing.
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the
Sanctuary Model represents a "parallel process of recovery"
