IJSP Number 6, 2024

114 interpreter reported that group members were not respecting the pronouns that the group leader asked them to use. This became a burden for the interpreter who didn’t feel comfortable making that explicit. She felt that by doing this, group members were being disrespectful and that it drove a wedge between the leader and the members. For our purposes, we will not address the many motivations that may have led to this behavior and the subsequent breakdown in accurate interpretation. Suffice it to say for this general recommendation, that by interpreting what is said as closely as possible, it may be possible to avoid subgrouping that could occur when information is filtered out. 4.8. DECIDE IF OTHERS WILL ASSIST THE INTERPRETER In many of the groups several persons had good skills in both languages (those spoken by the leader and the members), and other languages that were often introduced, most notably Russian. In example 3 above we discussed the conflict that arose because of that and also the possibility that the interpreter might feel criticized if additional interpretations are given by group members. Therefore, beyond the feelings that many Ukrainians have for Russia and the Russian language in the context of the war, it is also important for each group to discuss how the interpreting function will work. Some interpreters were very open to including others who they hoped would help them find the right phrase to express more nuance or closer fidelity to the original statement. However, some interpreters felt bullied or criticized when group members inserted their interpretation, seemingly in competition with the interpreter. We recommend that the leader facilitate a discussion early on about how the role will be handled. It is important to acknowledge that interpreters will vary in their level of confidence and their openness to sharing the interpreting duties. This makes the discussion of how it will be handled even more important. One solution is to put the interpreter in charge of asking for help when they need it. 4.9. FOSTER GOOD WORKING RELATIONSHIPS BETWEEN GROUP LEADERS, INTERPRETERS, AND MEMBERS Both the interpreter and the leader should strive to establish and maintain a good working relationship. That sounds commonsensical and yet should not be assumed, especially in the rush to provide needed services in wartime when little or no advanced planning may be possible. As was mentioned previously, if time allows, the leader and interpreter should meet before the start of the group and continue meeting to show mutual support and to discuss any concerns that arise between them. If a group has a change of interpreters, the leader should meet with the new person before the next group meeting and introduce them to group