Reflective Practice in Group Co-Leadership

Developing Public Health Emergency Response Leaders in Incident Management: A Scoping Review of Educational Interventions

During emergency responses, public health leaders frequently serve in incident management roles that differ from their routine job functions. Leaders' familiarity with incident management principles and functions can influence response outcomes. Therefore, training and exercises in incident management are often required for public health leaders. To describe existing methods of incident management training and exercises in the literature, we queried 6 English language databases and found 786 relevant articles. Five themes emerged: (1) experiential learning as an established approach to foster engaging and interactive learning environments and optimize training design; (2) technology-aided decision support tools are increasingly common for crisis decision-making; (3) integration of leadership training in the education continuum is needed for developing public health response leaders; (4) equal emphasis on competency and character is needed for developing capable and adaptable leaders; and (5) consistent evaluation methodologies and metrics are needed to assess the effectiveness of educational interventions.These findings offer important strategic and practical considerations for improving the design and delivery of educational interventions to develop public health emergency response leaders. This review and ongoing real-world events could facilitate further exploration of current practices, emerging trends, and challenges for continuous improvements in developing public health emergency response leaders.

When Coleaders Differ: Rupture and Repair in Group Psychotherapy

The nature and quality of coleader relationships in group psychotherapy have been the subjects of numerous investigations. Coleader rupture and repair, however, remain understudied in the group psychotherapy literature. Coleader ruptures vary in intensity, from relatively minor tensions, of which one or both group leaders may be only dimly aware, to major breakdowns in collaboration, understanding, or communication. Effective coleaders are able to identify and repair ruptures in the coleader alliance. This article examines rupture and repair in the coleader relationship through the lens of attachment and interpersonal integrative group theory. Case examples are used to illustrate the application of the principles discussed, and suggestions are provided for strengthening the coleader alliance.