Empathic Intervision; A Peer-to-Peer Practice [2nd Ed] - L.W. Niezink & K.J. Train

EMPATHIC
INTERVISION
A PEER TO PEER
PRACTICE
Dr Lidewij Niezink & Dr Katherine Train

A Peer-to-Peer Practice
Empathic Intervision:
This booklet was originally self-published as a series of short articles. You can read more
about our work on www.empathicintervision.com .
DrLidewij W. Niezink & DrKatherine Train

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Lidewij W. Niezink
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Niezink, L.W. & Train, K.J. (2022). Empathic Intervision: A Peer-to-Peer Practice. (2
edition) France & South Africa: Empathic Intervision, .
nd
www.empathicintervision.com
Enjoy and reference our work please!
You may reference this work:
This booklet is based on a series of short articles previously published by the authors in
September 2019. In its current form, this is the : January 2022
Second Edition
Paintings and Cover Art © Candace Charlton. . All rights
reserved.
www.candacecharlton.com
© 2022 Katherine Train & Lidewij Niezink. All rights reserved.
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Table Of Contents
Creative Commons 3
The Peer-to-Peer Practice of Empathic Intervision 7
     What Intervision is 8
     Empathic Intervision 9
The Intervision Process and its Bene ts 11
     How intervision di ers from supervision 11
     Typical components of Intervision Methods 12
     The bene ts of Intervision 13
Enhancing Intervision with Empathic Practices 15
     Challenges with existing Intervision Methods 15
     How Empathic Intervision enhances Intervision 16
     Empathic Intervision to engage and challenge 19
References 21

Empathy has gained a lot of traction over recent years in many professional sectors.
The Businessolver State of Workplace Empathy Study ( ) demonstrates that leaders
are in greater agreement than ever with their employees on the need for empathy in the
workplace, yet crucial gaps remain between intentions and implementation. In order to
bridge this gap, empathy practice needs to be understood, implemented, and studied.
Walking the talk requires hands-on empathic skills.
2019
In the English language, intervision is not a term commonly used. As you get to know
more about intervision, particularly in an organizational climate opening to co-creation,
bridging of silos, human-centric practices, servant leadership and other strivings to
dismantle traditional hierarchical power structures, you may wonder why not. This
booklet will answer the questions: What is Intervision? How does it di er from
supervision? Where and how is it applied? What are some of its characteristics? And why is
it so relevant to our time? We will also address the issue of why empathy is particularly
relevant as a capacity in intervision.
This booklet will introduce you to Empathic Intervision, a structured method of
interaction for people working together, to identif
y opportunities and co-create solutions
to challenges. We start o with a description of what is commonly known as intervision
and we place the speci c practice of empathic intervision within this organizational
approach.
The Peer-to-Peer Practice of
Empathic Intervision

What Intervision is
Intervision is an organised conversation between people combining work with
learning. It is a structured method according to which colleagues come together to handle
situations, questions and problems with an intent to learn from each other, improve
expertise and co-evolve new insights and outcomes, with regard to the issue at hand.
It is structured in that it provides a process within which colleagues are organized to
address a prede ned issue. It is not a free for all. A well-designed routine, managed
according to time and content, o ers valuable support for peers to address issues.
Another de ning characteristic of intervision is that it is peer-to-peer. A group of
colleagues embrace a combined diversity of knowledge, experience and skill. It serves to
facilitate a range of colleagues to work and learn together. Intervision is frequently applied
in a setting where a group of professionals, with either an individual, or a common
professional challenge, come together to analyse work related issues. In business, a group
of managers or a team may establish a routine to analyse work related issues and to look
for possible technical or interpersonal solutions or alternatives to behaviour.
Intervision has a dual purpose: improving work situations through common
understanding and professional development, as well as learning through work related
issues. Colleagues meet to explore and handle situations, questions or problems in a work
context. Through a methodical exploration, colleagues learn from each other and rely
upon their combined experience and knowledge to understand a situation from multiple
perspectives.
While intervision is little known in English-speaking institutions, it is extensively
applied in professional, business and learning institutions in the Netherlands and to a
lesser degree in Germany, Belgium and France.

Empathic Intervision supplements the advantages of intervision with layered
Integrative Empathy skills that serve to strengthen engagement and encourage diversity
amongst members of a group. This is always an advantage, and particularly useful, where
there are cultural di erences or di erences of opinion. Empathic capacities enable
members to be present, listen and hear each other's deeper experiences, thoughts and
feelings about a topic and to identify and consider the perspectives of the others in the
group.
Empathic Intervision is guided by, and aligned with, the setting of common
. An environment conducive to innovation and learning is cultivated to embrace
con dentiality and the suspension of judgment by considering and contracting
Participants use to bring awareness to their own conscious,
and hidden agendas, helping them to identify how they show up to meetings. A moment is
taken to allow everyone to set a consciously chosen that aligns to the
previously set common intention. ensures that the issues raised
are fully heard and understood by each member of the group. Clarifying the experience of
the speaker for both speaker and listeners. applies imagination and
acting to gain perspective on the multiple and diverse views in the meeting, to enable
participants to renew their outlook on the issue at hand with a composite understanding
of the multiple perspectives represented by the group.
intentions
ethical
responsibility. self-empathy
personal intention
Re ective conversation
Imaginative empathy
In the following chapter we will look at the of intervision itself. We will discuss
how intervision di ers from supervision and what the typical components of intervision
are. We will discuss the bene ts and shortfalls of the general intervision process and we
will show how the bene ts are enhanced and the shortfalls addressed with Empathic
Intervision.
process
Empathic Intervision

The Intervision Process and its
Benefits
We introduced you to Empathic Intervision as a new peer-to-peer structured method
of interaction for groups working together to identify opportunities and co-create
solutions. We described how it supplements intervision with the advantages of layered
empathic capacities to aid deeper hearing of each other and consideration of each other’s
perspectives.
How intervision differs from supervision
Both intervision and supervision are about vision, in that they address situations,
challenges and problems to envision a preferred situation or outcome. However, with the
pre x of inter- in place of super-, emphasis in intervision is on a multilateral exchange
between peers or colleagues. There is a transverse, horizontal integration rather than
vertical alignment of knowledge transfer. In intervision, suspicions around the in uence of
challenges discussed on job performance evaluations are no issue. Intervision is aimed at
personal and team growth with the help of peers.
Supervision, on the other hand, is a hierarchical process that involves a supervisor
meeting and interacting with a worker to review their work. It typically involves a manager
o ering developmental activities to employees. It also includes a monitoring and support
component whereby a manager supports the worker to deal with complex situations and
dilemmas. Supervision is commonly used in medical, psychological and social practice
where it is considered essential for e ective practice ( ).
Munson, 1981

Typical components of Intervision Methods
Although many di erent methods exist to help structure intervision meetings, most
of them go through similar phases. First, an incident, question, success story or problem
is chosen as the focus of that speci c meeting. The person introducing the issue explains,
often with as much detail as possible, what is going on. Peers listen, and possibly take
notes.
Then a round of clari cation takes place. Peers try to clarify as much as possible all
potential angles on the issue. A common way of doing this is to question the provider of
the topic or to discuss amongst peers what they see as the issue at hand. Advice is never
given. This round is meant solely for clari cation and, if applicable, problem de nition.
Sometimes, this process needs to be repeated because aspects can still seem unclear.
The third phase entails a round of experience sharing. Peers share their own
experiences and insights as well as possible behavioural alternatives. In this divergent
phase, as many solutions, answers or suggestions as possible are gathered and centrally
noted down.
The fourth phase returns the issue at hand to its introducer. This is a phase of
re ection, possible clari cation of suggestions, and the forming of a ‘plan of action’: a way
for the person introducing the issue to re ect on all the suggestions provided and
determine a way to move forward. Often, all people taking part in the intervision re ect
back on the session and share what they themselves have learned from it. This can also
include an evaluation of how people have worked together and one’s own contribution to
the shared working.

Although the above mentioned process might seem individualistic in nature, it does
not have to be. Di erent methods highlight di erent aspects and ways of working.
Important is that the topic discussed lies within the eld of in uence of the participants.
I.e., not everyone within an organisation has the capacity to change the existing
organisational culture. A more adapted question in that type of situation is how one can
successfully work with- or within it.
The bene ts of Intervision
Intervision, and indeed Empathic Intervision, enjoys many characteristics and
bene ts:
Well-being
The intervision methods in general and the Empathic Intervision in particular create
a feeling of connection amongst participants working together. The nature of the process
strengthens their sense of belonging to the organization and group. It also facilitates a
shared purpose, a common understanding and a common perception of value.
Personal growth
The structure of Empathic Intervision provides for re ection on self through self-
empathy practice. Participants in the group are encouraged to learn to re ect on their
own actions, become more aware of motives and take responsibility for the e ects of their
actions on others and on the work as a whole.
Innovation
The emphasis on shared expertise and experience and the promotion and
engagement of diversity of roles, perspectives, expertise and experience provides a fertile
ground for innovation. Empathic intervision encourages people to challenge their
perspective, thus avoiding entrenching single realities. It provides the people in the group
with a sounding board for their ideas. This diminishes groupthink while building cohesion
and leads to a collaborative culture and collective responsibility.

Learning
Intervision enables a learning culture in your organization. The combined focus on
work and learning practice ensures that what is learnt during training is implemented at
work. Technical training is applied to complex situations and the supportive role of peers
with diverse knowledge and experience means that someone else in the group is likely to
have the practical experience to move things forward.
The process provides a platform to learn from, and with, colleagues. By giving and
receiving feedback, you contribute to each other’s development and help each other to
perform better at work. It leads to experiential learning as it gives you and the group
access to alternative ideas, consequently helping to shift directions and test new
approaches.

Enhancing Intervision with
Empathic Practices
We introduced you to Empathic Intervision as a new peer-to-peer structured method
of interaction for people working together to identify opportunities and co-create
solutions. We described how it supplements intervision with the advantages of layered
empathic capacities to aid deeper hearing and consideration of each other’s perspectives.
We also discussed the general process of Intervision meetings and described its
contributions to well-being, personal growth, innovation and learning for individuals,
organisations and groups.
Challenges with existing Intervision Methods
Intervision methods are generally successful in improving professional expertise and
quality of work. They do, however, come with speci c challenges.
Peers joining an intervision may come to the group with di erent expectations of,
and intentions for, a meeting. Some people are inclined to grab a cup of co ee and throw
up their legs, while others feel there are pressing issues and no time to waste. These
di erences can create tensions which go unnoticed unless explicitly voiced.
Lack of trust
The nature of the intervision process relies upon mutual trust. Con dentiality is
essential. What is discussed during intervision stays there. Participants are not allowed to
take any of the information discussed into other conversations, unless with speci c
consent. But establishing trust is frequently taken for granted. Having no formal way to
contract ethical responsibilities with one another, leads to, often unintended, mistakes.
Once trust is breached, interpersonal problems inevitably arise.
Con icting intentions and expectations

Groupthink
People interacting together regularly start to take each other’s way of working and
thinking for granted. In these situations, diverse views can disappear and creativity can
wither. It becomes more and more di cult to come up with creative alternatives to
current problems. This may lead to demotivation to hold more intervision meetings as
well as a lack of nding ways to solve issues at work.
How Empathic Intervision enhances Intervision
Empathic Intervision addresses the complexity of interpersonal dynamics in diverse
groups. It applies layers of empathy to the intervision method to facilitate interpersonal
processes. If left unacknowledged and unharnessed, group dynamics may undermine the
intervision process. Integrative empathy skills are engaged in Empathic Intervision to
ensure that unique and diverse skills and perspectives are put to use to facilitate creativity
and innovation rather than causing aggravations between people.
Intention setting
The outcome of the intervision meeting is better served if it is guided by a skilfully
articulated intention. Empathic Intervision is useful to you and your colleagues when it is
applied as a means to an end. Intentions act as a road-map guiding the individual and
collective will and actions with a particular focus.
Each Empathic Intervision meeting begins with setting a collective and a personal
intention. The collective intention is named as such since it is agreed upon with the whole
group. Taking time to discern a collective intention alleviates the problem of people
coming to the meeting with di erent expectations of
, and intentions for, the meeting. The
personal intention represents each individual’s intention towards the collective goal. It
shows participants the depth and breadth of perspectives and establishes both focus and
commitment.

Ethical responsibility
Working e ectively and e ciently with others in an Empathic Intervision meeting
requires mutual trust. This in turn requires creating a conducive environment for each
person to be courageous to o er their best. It requires sharing experiences, thoughts and
feelings. The most innovative solutions emerge when people are able to share their most
deeply held insights and creativity. These aspects are often accompanied by feelings of
vulnerability. It is therefore essential that all participants in the meetings carry a shared
ethical responsibility to uphold an environment that embraces con dentiality and the
suspension of judgment. Empathic Intervision emphasises the practice of ethical
responsibility with a step in the structured process dedicated to contracting the required
environment by the members of the group.
Self-empathy
Practising helps you to develop agency, the awareness of yourself as
being the initiator of actions, desires, thoughts and feelings. With self-empathy you
become aware of your own experiential state in each moment. This enables you to
di erentiate your own emotional experience from the experiences of others. In the group
it helps to become aware of your intentions, how you relate to others and how you avoid
slipping into groupthink.
self-empathy
Kinesthetic empathy to connect with others
Interpersonal dynamics in a group can be complex. O
ften the complexities are
provoked through intentions and states of being expressed and responded to through
bodily gestures. Kinesthetic empathy is a way to bring awareness to these unconscious
expressions and to help you and the group to synchronize and coordinate with each
other. You become more aware of the in uence you have on each other and on your and
their physical space. When self-empathy and kinesthetic empathy are practised together,
the best of individual and group thinking is brought into being.

Once intentions are set and ethical responsibility is contracted, a space is created to
address the issue at hand. In conventional intervision methods, a speaker speaks and
peers listen. Empathic Intervision has a di erent approach to gathering information. It
asks peers to re ect back what they hear the speaker say. The advantage of this type of
conversation is threefold:
1. It slows down the process, giving everyone time to re ect and not jump to conclusions.
2. It makes sure peers hear and understand what is being said and gives the speaker the
possibility to correct if what is being said gets interpreted in a way which does not
correspond with the experience of the speaker.
3. It holds up a mirror for the speaker to re ect on what is experienced, which gives
opportunity to develop and deepen the issue at hand.
Imaginative empathy and diversifying perspectives
While the to and fro of empathic conversation gives an opportunity to clarify the
experience of the speaker, it does not o er alternative perspectives. Chances are that the
search for common understanding actually has an adverse e ect: it narrows the way
group members look at the topic. Imaginative empathy uses imagination and acting to
enable you to renew your outlook on the issue at hand, understand the perspectives of
others in your group and to experience the e ects of having a problem explored from
multiple perspectives. It is used as a means to explore complicated, complex or stressful
situations through ‘as-if’ acting.
Re ective empathy and creating mutual understanding

Empathic Intervision to engage and challenge
The peer-to-peer nature of intervision makes this organizational approach relevant
to current organizational development. We are observing the emergence of practices
such as human-centric design, agile self-organizing teams and co-creation, where the aim
is to bridge silos, cross barriers and engage a broader range of knowledge. Hierarchical
systems, in which experts are able to de ne a path and in uence follow-through, are
losing traction. Methodologies are emerging that rotate power dynamics from
hierarchical to horizontal. The aim is to enable people to engage their authentic,
motivated selves at work.
Intervision is an approach to action learning and experiential learning. The process
of Empathic Intervision provides a method of organized dialogue that responds to the
needs, in organizations, for a human-centred approach. As a peer-to-peer process it aims
to transform traditional hierarchical power dynamics. It also combines work with learning.
Colleagues are able to tap into their combined know
ledge, experience and skill repertoire
to explore complex work issues in real-time.
We hope to have given you a taste of what Empathic Intervision is and how it can be
of bene t to a diverse range of organisational processes. If this has sparked your interest,
why not have a look at our , where you will nd more information about the
di erent programs we o er, the science informing this method as well as ways to contact
us.
website

References
Businessolver (2019). . Retrieved from
.
2019 State of Workplace Empathy
https://www.businessolver.com/empathy
Munson, C.E. (1981)
, 17:1, 65-72, DOI:
Style and Structure in Supervision, Journal of Education for Social
Work 10.1080/00220612.1981.10778531
Train, K.J. & Niezink, L.W. (2021). (2 revised
edition). France & South Africa: Empathic Intervision, .
The Self in Empathy: Self-Empathy
nd
www.empathicintervision.com

This booklet introduces you to Empathic Intervision, a structured method
of interaction for people working together, to identify opportunities and co-
create solutions to challenges. Intervision is a form of knowledge
development through a peer consulting process. It t
akes place in a small
group of professionals who share a common challenge or problem.
Intervision is always tied to something from day-to-day practice,
professionalisation and learning and development. In the English
language, intervision is not a term commonly used. As you get to know
more about intervision, you may wonder why not. This booklet will answer
the questions: What is Intervision? How does it di er from supervision?
Where and how is it applied? What are some of its characteristics? And
why is it so relevant to our time? We will also address the issue of why
empathy is particularly relevant as a capacity in intervision.

Empathic Intervision; A Peer-to-Peer Practice [2nd Ed] - L.W. Niezink & K.J. Train

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