It is important to note that collusion has only to be perceived, it does not have to be real , only to be seen to be real by others for these dynamics to become relevant and influential. In the above example, the Trust may be a somewhat ethereal presence, a shadowy imago of the perceived culture. Alternately it may be an embodiment of such in perhaps a senior charismatic figure or a group having significant psychological influence. In this situation, which we have termed Token Supervision , practitioners are mindful of the apparent close relationship between the manager and the Trust. This in turn may engender a distrustful Them and Us attitude, particularly if there is little trust placed in the integrity of authority figures.
Supervision is likely to occur, at least at first, motivated by obedience to authority.
The general manifest reaction to this form of supervision is often boredom, sometimes frustration. They can then get on with what may be thought of as proper work . The Trust is seen to be keen to mentor the manager, or they are being groomed for another post. The staff are unsure as to the nature of the information the supervisor passes on about them. The Trust are perceived to be overly controlling , uninvolved, uncaring or impersonal.