Like you, my approach is to pick this apart systematically, thinking of the way my former Occ Psych colleagues would approach it. First off, selection. What screening takes place to identify the little hitlers? People volunteer for lots of reasons, sometimes on the advice of their counsellors, and whilst that’s not automatically a bad thing, it may point to a need for closer supervision.
Secondly, training. We’ve been given assurances about the content of training, but what about trainer training and supervision of the training process? I’ve been a Scout leader trainer in my time and I’m well aware of the impact of the trainer’s attitudes and approach on the kind of issues we’ve been discussing even with the most closely specified and carefully designed programme.
Finally, ongoing supervision, refresher training and remedial training. I suspect that this is the really weak part of the system. We’ve heard of some cases where complaints have resulted in an undertaking to give advice or further training to a volunteer, but it shouldn’t be left to this sort of reactive response. There should be a programme of regular review of the vollies, especially when they are working in a team and there’s scope for echo chambers to form and encourage undesirable working practices, as seems to have happened in the Bosley case.
Managing volunteers is very different to managing employed staff. There are far fewer sanctions available to the manager and it takes a very high standard of person to person skills to avoid some very difficult situations at times.