When you don't want to betray her trust
Practice LibraryCoaching Scenario

When you don't want to betray her trust

~12 minutes
Client Services
4 decisions
Intermediate
Abuse Prevention & Response

What a Coaching Scenario is

Not quiz style. This is judgement practice — you're put inside a real situation from human-services work and asked what you would actually do. It draws on the knowledge you use on the job, not the kind you can look up.

Every choice changes what happens next, and every choice gets a coaching beat straight after it: what drew you toward that option, and how it played out. What's held back is the verdict on your path, so you stay with what you'd genuinely do rather than working out what you're supposed to say.

4 decisions
Each one shaped by the one before it. No two paths through are the same.
Coaching as you go
A beat after every decision, naming the pull behind your choice and where it led.
A full debrief
Your whole path replayed at the end, with the reasoning behind each decision you made.
Evidence you can keep
A completed scenario is recorded in your PracticeLab and appears in your downloadable ProofKit.

Scenarios are made to be talked about. Most people finish one still turning it over, which makes them a ready-made prompt for supervision, a team meeting or a conversation with a colleague — everyone walks the same situation, and comparing where you each landed is often where the real learning happens.

This one ends with

When the pull to protect a parent's trust competes with your obligation to a child, notice which one you're about to act on — and ask whether it's the child's safety that's driving you.

The situation

You work as a client services worker at a community organisation supporting women from refugee backgrounds. You have been working with Amara for about four months. She fled a situation of serious domestic violence in her home country and arrived in Australia/New Zealand with her two children, aged five and eight. The journey here was dangerous, and Amara still carries visible signs of trauma — she is hypervigilant, easily startled, and describes ongoing nightmares. Despite this, she has been making real progress: attending English classes, getting the children enrolled in school, and slowly beginning to trust your organisation.

During a routine home visit today, you witness something that stops you. Amara becomes frustrated when her eight-year-old, Kofi, refuses to put his shoes on before school. She calls out sharply, then grabs his arm and smacks him twice on the back of his legs. Kofi cries briefly. Amara looks at you immediately after, her face a mixture of shame and defiance. She says quietly, "That is how we do it. He needs to learn."

You know from Amara's file that physical discipline was normalised in her upbringing and in the community she came from. You also know that she herself was subjected to serious physical violence — by a partner, by border officials — and that her children witnessed much of it. The organisation's safeguarding policy is clear that physical punishment of children by caregivers is a child protection concern that must be documented and assessed. You are aware that mandatory reporting thresholds differ by jurisdiction, but that repeated physical discipline, combined with a household history of violence exposure, is a pattern that warrants action.

You are now sitting across from Amara in her living room. Kofi has gone to get his school bag. You have about ten minutes before the school run. You need to decide what to do right now — and then what to do next.


What you're practising

Mandatory safeguarding obligationsDuty of care to childrenConfidentiality limitsTrauma-informed practiceDocumentationProcedural fairness

Before you start, notice

Real-world decisions in scenarios like this are shaped as much by feeling as by reasoning. People often notice one of these pulls — naming what you feel before you decide is half the skill.

  • Loyalty to Amara — she has been through so much, and you don't want to be another system that hurts her
  • Fear of destroying the relationship — all that trust, gone in a moment
  • Discomfort with the cultural gap — uncertainty about whether what you saw is 'really' a child protection matter
  • The urge to normalise — finding reasons why this particular situation is the exception
  • The weight of being the one who has to act — wishing someone else would make this call

Policies this draws on

  • Child protection legislation (applicable state/territory or NZ jurisdiction)
  • Your organisation's safeguarding and child protection policy
  • Your organisation's mandatory reporting procedures
  • Privacy Act (AU) 1988 / Privacy Act (NZ) 2020
  • Your own organisation's policies take precedence — check them where they apply.

Heads up — coaching scenarios work differently. You'll make a sequence of decisions as the situation unfolds, and after each one you'll get a coaching beat: what drew you toward that choice, and how it played out. The one thing held back is the verdict on the path you took — that lands in the debrief at the end, with your whole walk replayed alongside it.

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