Overview
(概述)
The Team Leader/Director is the pivotal role around which the TSM action trauma team revolves.
团队领导者/主管的关键角色是围绕着心理剧创伤行动小组
S/he is responsible for maintaining a smooth-running team that works effectively and efficiently in service of the group members.
Although TLs are the primary Directors of the clinical sessions, their role extends beyond clinical competencies as psychodrama directors to the clinical, sociometric, personal, and interpersonal competencies needed to direct, coach, and utilize the team.
虽然团队领导者是临床会谈的核心，但其角色延展的作用超出了作为心理剧导演在临床、社会、个人和人际交往方面，教授和运用团队方面的能力。
TLs must demonstrate the skills necessary to work with their TAEs and through their ALs.
团队领导者必须和他们的受过训练的俯角和他们的助理领导人演示工作中必要技能。
The Team Leader also serves as the primary administrative coordinator of the workshop, working with the team members and the local organizer (when available) to develop and implement a working budget and fee structure, all promotion materials, coordinate workshop registration, and complete all needed paperwork.
团队领导者也可以作为工作坊的主要行政协调员，与团队成员和当地的组织（可以的话）一起工作来开发和实施工作坊预算和费用结构，所有宣传材料，协调工作坊登记和完成所有必要的文书工作。
The Team Leader in Action
团队领导者行动方面
The Team Leader Role is unique to the TSM, in that utilizing a team approach to treatment of trauma is the norm rather than the exception.
团队领导者的角色在螺旋心理剧里面是唯一的，使用团队的方法来治疗创伤的是常态，而不是特例。
The Team Leader has mastered the TAE and AL role functions, is aware of the pitfalls and challenges, and is, therefore, able to direct and supervise team members in their roles. The competent TL is not a solo performer, but knows how to use the team in service of the group.
团队领导者掌握受过训练的辅角和助理领导人角色的功能，知道陷阱和挑战，冰刺能够知道和监督团队成员在他们的角色里面。称职的团队领导人不是一个独奏者，而是知道如何运用团队来服务团体。
S/he must have good communication with each team member and know their vulnerabilities, strengths, etc.
她/他必须与每个团体成员有良好的沟通，知道他们的弱点和优势等。
The AL begins the team warm-up process via email. The TL participates in this process and utilizes it to begin assessing team strengths, vulnerabilities, and potential personal issues—“doodahs.”
助理领导人开始通过邮件进行团队暖身的时候。团队领导人参与到这里面，同时使用它来开始了解团队的优势和弱势，和潜在的个人问题。
During the e-mail and the in-person team warm-up (the day the workshop starts), the TL is aware of the individual team member needs and sociometric connections and is aware that this warm-up is often a parallel process to what the participants may be bringing into the weekend.
在使用邮件和面谈的团队暖身(在工作坊开始的时候)，团队领导人了解团队成员的需求和社交关系，了解到暖身通常是作为周末工作坊的一个平行过程。
The TL makes sure that communication is clear between the AL and TAEs, so that the AL has the information needed to support the TAEs during the workshop sessions.
团队领导者确保助理领导人和受过训练的辅角之间沟通清晰，使助理领导人在工作坊进行期间有信息能够给到受过训练的辅角以必要的支持。
The TL works with the AL to hold the therapeutic container so the drama can be a clinically successful one.
团队领导人和助理领导人一起工作来支撑治疗容器，所以心理剧能够在临床上成功。
In holding the container, both during the dramas and in the team meetings, the TL and AL notice whatever is needed and assign someone to fill the role or do the job.
在支持的容器里面，在演剧期间和在团体面谈期间，团队领导人和助理领导人注意任何有需要和分配人员来补充角色或是做工作。
They know what is needed for each role by using awareness of each person’s strengths and needs and work together to maintain a broad enough perspective to attend to the multiple needs of the sessions.
他们知道什么是需要为每个角色通过使用个人的长处和需求，共同维护一个更宽广的视角来满足会话的需求。
The dance that exists between the TL and the AL is at the core of the team’s functioning and the TL must be a strong “lead” in the dance, while allowing the spontaneity and creativity of the AL and the other team members to contribute to the co-creative process.
团队领导者和助理领导者持续的舞蹈是团队功能的核心，团队领导者在屠刀里面必须是一个强大的领舞人，而且允许助理领导人和其他团队成员在共同创造过程中有一定自主性和创造性。
The TL assesses his/her need for role relief and assigns the AL to direct parts of the workshop, including a trauma drama.
团队领导人评估他/她的需求来减轻角色负担，同时分配助理领导人到工作坊最直接的部分，包括在创伤剧里面。
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.
Although this is the tradition, it is up to the TL, in consultation with the AL and the Team, to assign leadership tasks in a manner that is appropriate to the team and to the group.
虽然这是传统，它是由团体管理者和助理领导者和团队协商，分配方式是在适当的团队和组织的任务。
TLs are continually aware of the basic principles of the TSM, the contract of the drama, the ego strength of the protagonist, the needs of the group, and their own process.
团队领导者很清楚TSM的基本原则，心理剧的合同，主角的自我能量，团队的需要和他们自己的方式。
During the practicum and assessment process they are given feedback on their skills development from an accredited TL or Trainer serving on the team or acting as Consultant, in the form of the “skills checklist.”
在实习和评估过程中，从认证的团队领导者或是培训师或是作为顾问服务来反馈关于他们技能的发展，在技能检查单里面。
Functions of the TSM TL role include:
螺旋心理剧团体领导者角色的功能包括：
❑ Coordinating (alone and/or through directing/supporting team members and local organizer, when available) all pre-, on-site, and post-workshop administrative needs, including: budget and fee setting, publicity, registration, fee collection, final paperwork details.
协调（独自或是通过指导/支持团队成员和当地组织者，当可以的时候）所有的前后现场和工作坊管理的需求。包括：预算和费用设置，宣传、登记、收款、最终的细节文件。
❑ Having primary responsibility for the safety, care and work of the group.
对安全方面有主要责任，照顾并且为团队工作。
❑ Anticipating the protagonist’s and other group members physical needs of the action and communicating them to team members so that they are provided for during the action and throughout the workshop or training.
预期主角和其他团队成员的生理需要的动作并且传达给给团队成员，以至于可以在活动中或是工作坊或是培训中得到供给。
❑ Serving as primary Director at the workshop, and communicating with the Assistant Leader to determine which drama(s) will be directed by the AL.
在工作坊里面担任主要的指导者。和助理领导人沟通来决定哪个场景会让助理领导人来指导
❑ Facilitating or assigning to other team members all sessions at the workshop, e.g., Art or Transformation activity.
在工作坊里面促进和分配其他的团队成员全部工作，例如：艺术或是转化活性。
❑ Facilitating the Team warm-up and/or processing sessions or …
促进团队暖身和面谈进程。
❑ Directing/supporting the AL to facilitate the team warm-up prior to the workshop, including via e-mail.
指导和支持助理领导人来促进团队工作坊之前的暖身，包括使用邮件。
❑ Leading team processing and meetings.
领导小组处理问题和集会
❑ Utilizing an Action Healing Team to its full potential; being aware of the strengths and personal issues (“doodahs”) of each team member, and working with them to create a well-functioning team.
使用行为治疗组来来充分发挥其潜力，意识到自己的长处和团队其他成员的私人问题。并与他们合作，创造一个良好功能的团队。
Required clinical awareness and knowledge of TSM includes:
TSM所需要的临床知识包括：
❑ Four Roles of Team Leader and providing for them by the team via the AL.
团队领导者的四个角色，并且通过助理领导者为他们提供。
❑ Direction of dramas with appropriate contracting.
通过适当的包容指导场景。
❑ Trauma Survivor’s Intrapsychic Role Atom (TSIRA) and which roles are necessary for protagonist’s safe experiencing.
创伤幸存者的内在原子角色是主角安全经验所需的。
❑ Being cognizant of potential roles required by the action.
通过行动认识到潜在的所需求的角色。
❑ 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.
知道何时为主角和团队成员分配所需要的包容性替身，身体替身和防御管理员的角色。
❑ Recognizing Projective Identification and how/when to bring it into the drama.
识别透射性认同和如何，何时纳入情景中。
❑ Maintaining communication with the AL to incorporate into the drama, as appropriate, clusters that may be forming in the group.
保持和助理领导者的沟通来融入情景，适当时可以在团队中形成。
❑ Supporting containment or expansion of affect and states of awareness as needed both within the protagonist cluster and (through the AL) the group.
支持情感的抑制或抒发，知道主角和其他团体成员的意识需要。
❑ Supporting auxiliaries and group members in role within the protagonist cluster.
支持在主角群里面的辅角和团队成员。
