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Counseling Your Staff




When a staff member comes to a nurse manager for counselling, that staff member expects to take part in a confidential, professional interview through which he or she hopes to feel better and receive help in solving problems (Geldard & Geldard 2001). Counselling staff involves skilled intervention, confidentiality and, most importantly, the ability to help staff members find a solution to their problems. Counselling is not a pleasant chat between friends; rather, it is a structured attempt to provide help in a problem situation.

Counselling, if undertaken properly, is never neutral. When a nurse manager spends time in a counselling relationship with a staff member, something in the life of that staff member will change; that person’s ability to explore, cope and solve problems will be enhanced or diminished (Egan 1998).


Contents include

  • Introduction
  • The complexity of staff counselling
  • Possible conflicts
  • The nature of the counselling relationship
  • Methods of counselling
  • Issues to be considered
  • Using other counsellors
  • Supervision
  • Conclusion
  • References
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Author / Editor Biographies

Associate Professor Andrew Crowther, RN, RMN, MA, PhD, Cert Ed, MBS, MAHA Associate Head of School School of Nursing, Midwifery and Indigenous Health Charles Sturt University
Assoc. Professor Andrew Crowther is Associate Head of the School of Nursing, Midwifery and Indigenous Health at CSU. He is also Acting Postgraduate Program Leader. Andrew qualified ingeneral and psychiatric nursing in the (UK). His postgraduate studies include policy and social change and historical aspects of mental hospital management. Andrew has wide experience in clinical nursing, nurse management, and education. He is the author of a book for nurse managers as well as several texts and book chapters on a variety of topics.

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