Overview
概述：
The development of the Assistant Leader role is unique to the Therapeutic Spiral Model and has always been at the center of the development of TSM. The AL is the team member who maintains a mental checklist of the four functions of the Director, and who tends to the underserved categories. S/he performs a constant “dance” with the Team Leader to keep the group’s reality connected to the various dramas’ reality. S/he directs and coaches auxiliaries in the deepest fulfillment of their roles. Whatever the TL is not attending to in the moment, the AL is. Basically, the AL is the manager behind-the-scenes—of the workshop, of the dramas.
助理领导人角色在螺旋心理治疗模型中是无可替代的并一直处于螺旋心理治疗模型发展中心。助理负责人是团队里面四个功能中保持精神觉察和注意未被关注的人。他/她执行一个常数与团队领导人“跳舞”的现实连接到各种戏剧的现实中。他/她指导并作为教练的副手在最深处实现他们的角色。无论团队领导人是否在现场，助理负责人可以说是工作坊的幕后人员。
Assistant Leader Requirements
助理领导人要求
After successfully completing all the requirements of the Trained Auxiliary Ego role (TAE), trainees may undertake this next level of accreditation. Trainees must be Certified Practitioners of Psychodrama (or the equivalent credential within their country of residence), or must be in a psychodrama training program in which their basic psychodrama skills are being developed.
在成功的完成所有自我辅助角色的要求后，学员可以进入下一个环节，学员必须通过心理剧从业资格证（或者国内相应的其他证书）或是必须在心理剧培训过程中（那些能够使心理剧技能提升的机构）
Training and experience are generally gained in the 2nd year of participation in the Core Training Series during which trainees are encouraged to practice the new AL role under “stop action” supervision. At this level, trainees must begin to direct full protagonist “trauma dramas” in addition to the primary focus of working with projective identifications, intense feelings, and personal trauma material, which may surface in group and team members.
训练和体验，通常是在第二年的集中性的系统培训中获得，此期间学员会被鼓励在无指示的督导下进行全新的助理领导人角色的练习。在这个阶段，学员必须开始指导全主角“创伤剧“除了优先关注投射识别以外，在团队中可能会遇到，强烈的感情，个人创伤材料，
Training: A minimum of 60 additional hours of training and 20 hours of personal growth experience are required as a participant in TSM Training and Personal Growth Workshops. In consultation with their Primary Trainer, trainees may develop a training plan that includes psychodrama training outside of TSM workshops to meet the training requirement. The 20 hours of personal growth must still, however, be within TSM. Participation in an Advanced Core Training Series for at least one year is strongly encouraged.
培训要求：至少60个小时的额外培训和20个小时的个人成长经验，要求是参加TSM训练和个人成长工作坊的经验。和自己的主要教导员协商，学员可以制定一个培训计划，包括TSM工作坊以外的心理剧培训计划，以满足培训需求。20个小时的个人成长所以必须要有的，但是不是在TSM则不重要。强烈鼓励（学员）参加一个为期至少一年的先进的核心、培训系列。
Practicum: The trainee must have completed Trained Auxiliary Ego (TAE) requirements. In addition to the training requirement, the trainee must serve as AL in a minimum of six weekend workshops as described below:
实习课程：学员必须为完成自我辅导训练要求，除了培训要求，学员在工作坊内必须作为团队领导人至少六周，详情如下：
• Warm-up: A minimum of one Personal Growth Workshop serving as either Backup AL or AL with an accredited AL as coach. No directing is required. The TL either then recommends advancement into the “Action” series or recommends an additional workshop with coaching. Trainee must receive a recommendation for advancement from an accredited TL or Trainer prior to moving into the “Action” phase of the practicum experience.
暖场：至少一个个人成长工作坊，担任候选助理领导人，或是跟随公认的助理领导人作为教练。没有特定要求。团队领导人要么推荐前进到“行动”系列，或是与教练推荐到到其他的工作坊。学员必须收到一封来自公认的团队领导人的推荐信，才能继续前进。或是教练员提前进入“行动”阶段的实习经验
• Action: A minimum of 3 workshops – AT LEAST TWO OF WHICH MUST BE PERSONAL GROWTH WORKSHOPS – in the role of AL working with an accredited TL or Trainer present and including directing at least one drama per weekend. Trainee must then be recommended to move into the “Assessment” phase by their Primary Trainer.
行动：至少3个工作坊，至少两个必须是个人成长工作坊，在里面跟随公认的团队领导人或是现在的教练作为助理领导人的角色，包括每周至少一次的心理剧（演练）。学员必须被主要教练员推荐才能进入到“评定”的阶段。
• Assessment: Trainee successfully serves as AL with an accredited TL for a minimum of two “assessment” workshops. Successful evaluation of required skills must be made by at least 2 TLs, at least one of whom is a Trainer in the Therapeutic Spiral Model.
评定：学员作为助理负责人跟随公认的团队领导人参加至少两次的“评估”工作坊。所需技能的成功评估要求至少两名团队领导人，其中至少一人是螺旋心理治疗模型的培训师。
Skills Assessment and Granting of Accreditation: To become certified as AL, trainees must fulfill certain team functions and demonstrate a range of skills as enumerated in the skills competencies checklist below. Demonstration of required skills is documented on the skills checklist by the Team Leader of each practicum and assessment attended. When the minimum number of training hours and practica/assessments are completed and all required skills demonstrated, accreditation is recommended by the Primary Trainer and approved by the Director of Training.
技能评估和证书的授予：要成为一个认证的助理领导人，学员必须履行一定的团队职能，并且在清单中展示一系列的技能能力清单。要求的技能方面的证明是以文件的形式在技能检查列表中由各项实习科目的团队领导人进行评估。当最少的训练时长和实习完成，并且所有要求的技能都被证明后，由主要的训练师推荐，并由训练主任进行批准。
Fees: Trainees pay ½ tuition as a supervision fee plus all travel and accommodation expenses for the “back up/coached” session(s) and their 1st practicum. For subsequent practica there is no supervision fee, but trainees pay all their own expenses. Trainees continue to pay TSI for supervision with their primary trainer as negotiated.
收费：学员需要支付学费的一半作为督导费，加上因指导和教授期间产生的差旅费和住宿费。 后续则无督导费，但是学员需自己支付其所有的费用，学员申请继续支付螺旋心理治疗督导则需要和他们的主要培训师进行协商。
Supervision: A minimum of 16 hours of individual supervision with the Primary Trainer and/or group supervision of team participation as Assistant Leader is required. Supervision will include exploration of counter-transference and role-vulnerability issues with team and group members, and experience with personal issues (“doodahs”) management in action. The AL Documentation record provides a checklist for documenting completed requirements. Should there be any need to change the trainee’s Primary Trainer, it may be done before the trainee begins this next level of accreditation.
督导：要求至少16小时的与主要培训师在一起的个人督导或是作为助理领导人接受团体的督导。督导将包含探索团队和成员之间的反移情和角色脆弱性问题。同时体验个人问题（兴奋）的管理。助理领导人的证明文件记录了一份已完成要求文件的清单。如果学员需要更换培训师，需要在学员进入下一阶段学习之前完成。
Assistant Leader in Action
助理领导人在行动
The AL must have good communication beforehand with each team member and know their vulnerabilities, strengths, etc. The AL begins the team warm-up process via email, encouraging the other team members to explore and share their strengths and other Prescriptive Roles that they bring to this particular workshop—as well as, in a second round, some of their challenges, potential problems with personal issues (“doodahs”), and Trauma-based Roles they may be carrying. During this and the in-person team warm-up the day the workshop starts, the AL is aware of the individual team member needs and sociometric connections. In addition, the AL is cognizant that this warm-up is often a parallel process to what the participants may bring into the weekend
助理领导人在事先对于团队的每个成员都有比较好的交流，知道成员的弱点和优点，等等，助理领导人通过邮件进行团队热身，鼓励其他团队成员去探索和分享他们的优势和他们在这个特别的工作坊里面所担任的规定的角色。在第二轮，他们的一些冲突，潜在的问题和个人的问题（激动），以及他们可能携带受创伤的角色。在这个工作坊开始，团队成员都在现场的时候，助理领导人知道团体中每个成员的需求和社交关系，此外助理领导人能够意识到，这样的热身通常是很平缓的过程，参与者可能会带到周末才进行。
The AL is constantly aware of/doubles the Team Leader’s soliloquy, i.e., s/he must be in tune with the Director’s clinical perspective of a particular drama. Overall, the AL provides a container for the TL so that the dramas and the workshop can be clinically successful. In holding the container during the dramas and in the team meetings, s/he notices whatever is needed and assigns someone to fill the role or do the job. Since the AL has mastered the TAE role functions, s/he is aware of the pitfalls and challenges, and is able to auxiliarize the TAEs in that role。
助理领导人时刻了解团队领导人的独白，即，他必须符合导演的临床视角，一个特定的戏剧。总的来说助理领导人为团队领导人提供了一个容器，以便戏剧和工作坊能够准确诊断成功。在戏剧表演和团队会议期间，作为容器支持着。无论是需要还是分配某人来填充这个角色或是这个工作，他/她都需要通知，当助理领导人掌握了自我辅助角就色的功能，他/她就能知道陷阱和挑战，并能够作为自我辅助的角色的备份。
A common pitfall or problem for ALs is to lose their sense of an overview and of being a manager. They may get pulled into the action of the drama or a particular PI situation or abreaction. This is not wrong, but they should try to integrate everything with the Director as soon as possible and/or appoint a TAE to this role and location and move back into their overview stance.
对于助理领导人来说一个常见的缺陷或问题是失去作为一个管理者的大局观。他们可能被拉入戏剧当中，或是在特定的情景当中或是精神崩溃。这是没有错的，他她们应该整合一切尽快的与指导人任命一个自我辅导员的角色，并且搬回他们叙述的立场
ALs are not co-Directors but are “practically-minded magicians” who create the space for the Directors to do their best work. ALs know how to breathe, take a step back, and hold the entire group. They pay attention to their own process and notice what is being triggered in particular roles or dramas. They are aware of the parallel process between their experience of the role(s) they are supporting and the experience of the protagonist and TAEs in role. This clinical information is shared with the Director of the drama.
助理领导人，不是导演，但却是“现实思维的魔法师”为导演创造空间让他们做最好的工作，助理领导人知道如何呼吸，如何迈出一步，并且支撑整个团队，，他们注意自己的进程和注意触发特定角色或剧情。他们知道作为角色的体验和作为自我治疗者角色是平行开展的。在临床方面的信息由导演在戏剧中分享。
The AL provides role relief for the Team Leader and directs parts of the workshop including a trauma drama. Usually the AL will direct part of the Friday evening structure, develop the art project for a personal growth weekend, direct a drama or vignettes during the Saturday sessions, and share or fully take on the directing of the final Sunday closing session. This is part of their development toward the role of Team Leader and is planned through consultation with the TL as part of the workshop planning.
助理领导人的角色为团队领导人减轻了工作，同时指导工作坊，包括创伤剧的部分内容。通常助理领导人将会指导星期五晚上的活动，来发展个人艺术成长项目，在星期六期间，指导心理剧或是部分剧情，同时在星期天指导大家做最后的分享。这是他们像团队领导人角色发展的一部分，同时和团队领导人做好工作坊之前的计划方面的沟通是另一部分。
助理领导人需要不断的清楚螺旋心理治疗模型的基本原则，心理剧的剧情，主角自我的力量，团队的需要，和他们自己的成长。他们从各自服务的团队的团队领导人那里得到关于他们技能发展的反馈，全部卸载技能清单表格里面。
Functions of the TSM Assistant Leader role
螺旋心理治疗中，助理领导人的作用。
• Facilitate the team warm-up prior to the workshop, including through email.
促进团队在工作坊之前做好热身，包括使用邮件的形式
• Maintain consistent communication with the TL.
始终与团队领导人保持交流，并支持
• Facilitate at least one of the Team warm-up and/or processing sessions.
至少促进团队热身或是会议推进中的一个。
• Facilitate at least one of the group warm-up sessions at the workshop.
在工作坊期间至少促进一个团队热身会话
• Direct least 3 dramas during course of training, one of which must be either “accurate labeling,” “uncovering core trauma,” or “conscious re-experiencing with developmental repair.” Must have served as AL for those types of dramas they have not directed during the workshop.
在培训课程期间指导至少3个戏剧，其中一个必须是“准确标记”，“发现核心创伤”或是“有意识的情景再现伴随着发展性的修复”。必须作为助理领导人，为哪些种类的戏剧，哪些他们在工作坊期间没有指导
Assistant Leader’s Clinical Awareness & Knowledge of TSM includes:
领导人助理在螺旋心理治疗中所需的知识和意识包括：
• Trauma Survivor’s Intrapsychic Role Atom (TSIRA)
创伤幸存者内心的角色原型
• Direction of Dramas with appropriate contracting
用适当的收缩（剧情的起伏）来指导戏剧。
• Four Roles of the Director and providing for them via TAEs.
• Knowing when to assign the role(s) of Containing Double, Body Double, and/or Manager of Defenses for both protagonist and/or group members as needed.
知道什么时候使用备份内容，备用演员，同时需要管理主演和其他团队成员的防御。
• Feeding information about a particular role to the Team Leader, directly or through coaching a role.
将角色的详细信息直接的或是通过扮演一个角色反馈给团队领导人。
• Projective Identification and how/when to bring it into the drama.
投射的识别，了解投射是什么时候，怎么进入到戏剧当中的。
• Anticipating physical needs of the action and seeing that they are provided for.
预测活动过程中的需求，并做好准备。
• Being cognizant of potential roles required by the action.
在活动过程中审视有潜在需求的角色
• Supporting auxiliaries and group members in role.
在角色里面作为支持辅助和团队成员
• Supporting containment or expansion of affect and states of awareness as needed.
支持在意识和情感需要的情况下进行收缩和舒张。
• Tending to physical safety and space considerations during action and throughout the workshop or training.
在工作坊或是培训期间，始终贯穿物理空间安全。
• Moving the group into appropriate “clusters” as needed.
如果需要，适当将团队聚集起来。
• Personal issue (“doodah”) management and how to facilitate.
个人问题（情感迸发）的管理和如何去帮助
