Michelle Berry is a clinical psychologist working in the Department of Corrections (DOC) in New Zealand, with qualifications in law and psychology. She has approximately 17 years of experience working in corrections, including as a clinician, supervisor, and manager of correctional psychologists. Currently, she is the Manager of Psychology Practice in New Zealand’s DOC National Office. She and her team help to develop and support safe, ethical, and effective psychology practice. A small aspect of this work can involve responding to complaints and concerns related to psychology staff and their practice. In relation to suspected boundary violations, Michelle emphasizes that preventative measures and internal intervention is ideal. Identifying warning signs and fostering a culture which encourages reflective practice and creating safe spaces to discuss difficult and highly personal matters. Thus, this article focuses on staff- and supervisor-level intervention considerations and recommendations, based on Michelle’s individual experiences and opinions, which are not representative of the views of New Zealand’s DOC.
The Reality of Boundary Violations
Boundary violations can include many different behaviors, from overstepping institutional policy to introducing contraband or developing inappropriate relationships with prison residents. Although often perceived as occurring in staff who are corrupt, manipulative, and motivated by power or greed, it does not necessarily always start out that way. Staff at any level can violate boundaries and, although it can sometimes feel “out of the blue,” there are often warning signs present prior to an incident occurring. Both personal and professional factors may be present when a staff member’s boundaries begin to falter.
In this article, Michelle Berry details how inappropriate relationships may develop in correctional settings, which can include romantic relationships, but could also include fostering therapeutic dependency or forming friendships or any other inappropriate connections. Establishing and maintaining clear professional boundaries are a key principle of ethical practice, which are there to protect the client’s interests as well as the psychologist. Michelle emphasizes three core areas that increase an individual’s likelihood of violating boundaries:
- Individual factors (e.g., needing validation, vulnerability to transference, etc.)
- Incompetence (e.g., not knowing or understanding policies, etc.)
- Situational factors (e.g., limited support or supervision, life stressors the individual is not equipped to manage, etc.)
Regardless of specialty, the most prominent factor associated with relationship boundary violations is isolation. Staff who feel disconnected, unsupported, and unheard by their team or at home tend to seek that validation elsewhere. If they are not able to do so in external social settings, the only remaining option may be at work. They may be experiencing significant life stressors or burning out in their job. Additionally, violating boundaries does not just suddenly happen one day. It typically starts with smaller transgressions and develops into something bigger and more serious over time. The reality is, when boundaries are crossed, lives and careers are ruined, safety of the people we are responsible for caring for is compromised, and the entire workforce suffers.
Recognizing the Warning Signs
One of the most difficult parts of identifying potential boundary violations is that, in psychology, some behaviors that may be seen as questionable by other staff are required to develop the therapeutic alliance with a client. Confidentiality between psychologists and clients leaves room for misinterpretation by those outside of the room. Thus, supervisors must know how to identify differences between therapeutic behaviors and those indicative of potentially weakening boundaries. Michelle provides several examples of risky behaviors some psychologists may engage in below:
- Seeing a client more often than is necessary or outside of standard work hours
- Bringing clients things outside their role (e.g., food or stationery)
- Providing flexibility to one client that they would not afford others
- Making excuses for clients who are not progressing or doing what is asked of them
- Not discussing a certain client in supervision (may be avoiding that topic intentionally or unintentionally)
- May acknowledge an attraction towards a client and then later deny despite nothing having changed
- Lack of insight about effectiveness in their role with a client (e.g., continuing after extensive sessions with no progress)
- Dressing differently for certain clients
- Changes in documentation patterns
- Any other deviations from typical patterns of behavior
Of equal importance to supervisors monitoring concerning behaviors is psychology staff having self-awareness to monitor these behaviors within themselves. It can be easy to say “I would never do that,” but again, violations often start with smaller lapses in behavior before intensifying. Some staff may not realize they are engaging in behaviors that may lead to larger boundary violations. Thus, Michelle recommends regularly checking yourself. Ask yourself questions like these:
- What is the purpose of today’s contact?
- What am I feeling right now? If I am feeling discomfort, excitement, dread, anticipation, etc., why do I feel this way?
- Are we making progress? If not, why am I continuing? Am I discussing this case in supervision?
- Do our sessions stay within standard timelines (e.g., 45 mins, 1 hr, etc.)? If not, why?
- Would I behave in this manner with other clients?
- Would I accept this behavior from any other client?
- Would I be comfortable discussing the nature of this relationship with my supervisor?
- Would I behave differently towards my client if my supervisor was watching?
- Would I support a colleague who was engaging in this behavior with a client?
- What justifications am I using about this situation?
- Is there anything going on for me right now (personally or professionally) that might impact on my ability to practice safely or maintain professional boundaries?
If you have good, professionally appropriate reasons for engaging in certain behaviors (e.g., visiting a client more often), those reasons should be documented appropriately and in detail. If your answers to any of these questions are concerning or unclear, the next most important step is to seek support and talk about it.
Normalizing the Conversation: What Staff Need to Know
Feelings are Normal – It is Your Actions That Matter
One consideration that may be hard for staff to acknowledge is that what we feel is often out of our control. There may be things we can do to separate work from personal experiences, but those preventative behaviors may not always prevent such experiences. So it is not always about the emotions we experience, but what we do when they do occur. Discussions of transference and countertransference are common in standard therapeutic supervision, so why are these topics avoided in correctional settings? Likely because the consequences of those experiences may feel more severe. However, avoiding discussing these experiences increases risk of acting on those feelings.
Correctional psychologists may work with clients who remind them of a sibling, an old friend, or even an ex-partner. This is a natural part of social interactions. We utilize heuristics – mental shortcuts – to make life easier, which may result in us behaving with a client in a similar way that we would behave with a friend. Although parts of these interactions may be helpful for rapport, such interactions can also put staff at risk of manipulation and boundary crossings (lesser transgressions), which can lead to more severe and harmful boundary violations.
Self-Reflection and Self-Regulation
Self-reflection is essential in identifying these emotional experiences so something can be done. Feelings of comfort and familiarity are not necessarily always bad. However, are you treating that client differently because of those experiences? Ask yourself questions to get a more well-rounded understanding of your therapeutic relationships. Recognize what coping strategies you typically use when you are stressed and when those strategies are not working well. This kind of self-reflection requires vulnerability and honesty with oneself, which can be difficult in an environment where such topics feel forbidden. However, monitoring these experiences, even internally, allows practitioners to avoid even worse outcomes. Michelle states that it is not necessarily uncommon for a psychologist to experience sexual attraction with a client. However, when this does occur, psychologists have an ethical responsibility to consult with their supervisors, colleagues, or manager to acknowledge and address the countertransference effectively.
Practicing self-reflection, psychologists may be able to identify when behaviors may be overstepping their role and take action before supervisory intervention is necessary. When a psychologist does identify that they may have crossed a line, Michelle suggests that timely disclosure is essential. It is never easy to acknowledge when you have made a mistake, but it is important to address it early before it snowballs into a situation that cannot be reversed or dealt with internally. An environment where staff feel comfortable disclosing when they have made a mistake requires honesty and mutual respect. Transparency with the client that a certain behavior could be misinterpreted by others or acknowledging a mistake and setting boundaries for future interactions is important. Do not blame others or point fingers, which may tell your client that you would be willing to engage in that behavior “if you were allowed to.” Instead, emphasize why it is important for you to maintain your own professional boundaries. Michelle recommends informing all clients of the professional boundaries of therapeutic relationships, normalizing discussions about transference within sessions, and preparing in advance about how to address a situation where a client discloses sexual attraction toward them.
If you are unsure how to step back from a situation, or worry about a feeling you are experiencing, it is best to consult earlier rather than later. Discuss your concerns with your supervisor and make a plan about how to manage them, and who else needs to be informed. It is better to have an uncomfortable conversation than to try and hide it and allow things to escalate. Michelle emphasizes the importance of supervision and the critical role it plays in supporting psychologists to develop and practice safely. She emphasizes discussing all clients, and normalizing reflection and discussion about boundaries and countertransference within supervision. Often, time to engage in supervision is the first to go when staff are overworked, but that is also when it is needed most. Having regular spaces to ask questions and reach out for help when necessary. Reach out to leaders or resources outside of your team if you do not feel comfortable acknowledging such situations internally.
Protective Strategies and Action Plans for Supervisors
Michelle’s recommends supervisors start conversations and normalize feelings, providing a safe environment for their supervisees to explore transference and countertransference. It is important that early on in the supervisory relationship that supervisors establish the importance of self-reflection and openly discuss potential vulnerabilities. Given this, it is important that the supervisors understand their supervisee’s background and the way that they practice. This can help supervisors to notice any changes in their supervisee’s professional behavior. For example, their appearance or way they dress, their mood, or their attitude towards work and/or others and their frequency of engagement with clients. Intervene early. Normalize conversations about boundaries. Ask the right questions, not to micromanage, but to provide a safe space for your staff to be vulnerable. Michelle acknowledges that talking about sexual transference and countertransference can be an uncomfortable topic but it is important that supervisors can manage this discomfort and they may need to seek supervision of their supervision.
When concerns do arise, administer short-term solutions to give you, and the staff member, time to discuss and develop long-term solutions. For example, the staff member may need some time off to deal with a personal matter, or a reduced caseload to give the time and space to address a more complex client. The way Michelle worded it is that correctional psychologists are juggling so much at once, if you need to drop a ball, “drop the balls that will bounce, not the ones made of glass.”
Another recommendation Michelle provided is that supervision develop a “continuity of care” model for supervisees that transition from one supervisor to another. It can be difficult to continue working on certain behaviors and strategies when the staff member has to start their story over. It may be stressful or embarrassing to have to reexplain some situations they were addressing with a prior supervisor. A collaborative transition approach (with consent from the supervisee so as to not violate any supervision confidentiality expectations) can allow for continuity of safe practice, without supervisors and supervisees having to start from scratch.
The Role of Colleagues and Team Culture
In addition to intervention by supervisors, colleagues can also look out for each other in this way: Notice when colleagues are not acting like their usual self. Ask, check in, and speak up when you can. If you are not comfortable intervening directly, let another colleague or supervisor know about your concerns. Normalizing this behavior as protective, rather than as a means of getting someone in trouble, is essential. Checking in, or asking someone else to check in, can prevent career-ending situations from occurring.
In order to create a team culture in which these behaviors are viewed as protective, rather than disciplinary or retaliatory, supervisors and staff alike are responsible for building a strong team dynamic. You do not have to be best friends with your team outside of work in order to function well together, professionally. Regular communication is critical, especially for remote teams post-COVID. Create connections with multiple people, so you, your colleagues, and your staff (if applicable) have several sources of support. Isolation, secrecy, and disconnection amongst teams cause cracks in the foundation.
Special Consideration: Cultural Competence and Boundaries in New Zealand
Finally, of particular relevance to this topic, Michelle discussed the importance of upholding and respecting cultural values and practices and ensuring professional boundaries are maintained. In New Zealand, professional boundaries are influenced by cultural factors, including a commitment to cultural safety, an idea that is relevant to correctional psychologists across the world. Michelle discussed how connectedness, relationships, and family (whānau) is an important cultural value for Māori (the indigenous Polynesian people of New Zealand) knowing who you are, and where you are from helps to create a connection. As New Zealand is a small country it can be difficult to share information without revealing too much personal information. Thus, Michelle emphasizes being respectful and open about boundaries at the commencement of any interaction. Rather than providing specific details a psychologist can demonstrate their understanding and appreciation of what is being shared with them. You can acknowledge an understanding about places and people without disclosing that you have a specific history related to those topics. It is important to recognize that some cultural practices (e.g., gifting, shaking hands, hugging, etc.) may be misinterpreted or not allowed in prisons. In these situations, it is important for psychologists to be transparent about that, plan ahead with the prison or share with the client that their unwillingness to engage in those behaviors is not out of disrespect, but due to the need to maintain professional boundaries, keeping it safe for everyone.
Conclusion: Prevention Through Culture Change
All in all, the most important recommendations Michelle had were to teach clinicians how to take a step back, reflect, and take action (seeking support) before problems escalate. She recommends leaders normalize vulnerability and honest conversations about boundaries, so people can feel comfortable addressing issues before they build into something more concerning. Recognize patterns and ask questions when you notice deviations. Emphasize early intervention rather than waiting for punishment after the fact. And most importantly, no matter your title, help to build teams that support each other and a culture that supports a safe space to discuss difficult topics.
