Training in Tandem: Co-Facilitation and Role Modeling in a Group Work Course

Interdisciplinary Co-Facilitation of Support Groups for Parents of Children with Autism: An Opportunity for Professional Preparation

“…Agencies offering cofacilitated groups in general, and interdisciplinary cofacilitated groups in particular, may need to consider the amount of time needed for supervision, planning, and debriefing. As noted in the literature (Cohen & DeLois, 2001;Gitterman & Shulman, 1994), successful cofacilitation is dependent on sufficient time and support.…”

“…Support for one another also needs to be aided by good supervision. Unfortunately, time and support are often in short supply in agency settings, making effective cofacilitation extremely challenging (Cohen & DeLois, 2001;Gitterman & Shulman, 1994). The literature regarding cofacilitation or coleadership primarily focuses on social service providers, especially in regard to training of new group leaders (Bordelon, 2006).…”

Using an Interpreter as Cofacilitator

“…Cofacilitating groups have been discussed from a teaching model (Cohen & DeLois, 2001;Levine, 1980), from the dynamics created from cofacilitating (Clifford, 1977;Corey, Corey, & Callanan, 1990), and from the paucity of literature on the subject (Wright, 2002). Cofacilitating has been examined as it relates to the purpose of the group and the function of using two facilitators (Banach & Couse, 2012;Cohen & DeLois, 2001;Wright, 2002).…”

“…Cofacilitating has been examined as it relates to the purpose of the group and the function of using two facilitators (Banach & Couse, 2012;Cohen & DeLois, 2001;Wright, 2002). Male and female cofacilitators have been used to model parental figures, and professionals from different disciplines have facilitated groups together to provide different perspectives and expertise for groups focused on healthrelated issues.…”

Reflective Practice in Group Co-Leadership

“…In order to be effective, co-leaders must have highly functional interpersonal relationships (Berger, 2002;Cohen & DeLois, 2001;Dugo & Beck, 1997). Researchers examining facets of co-leader relationships depict co-leaders who do not engage in reflective practice as being ineffective (Miller, 2005;Okech, 2003).…”