Summary
Contents
Subject index
What is good CBT supervision? What makes an effective supervisor? How can qualified CBT therapists learn to become good CBT supervisors who work effectively with their supervisees? These are some of the questions addressed in this practical new book, examining what it takes to be a competent and confident CBT supervisor. Using the authors’ unique framework of learning – the PURE Supervision Flower – the book equips trainees with the skills and competencies needed to prepare for, undertake, refine and enhance supervision practice across a wide range of settings. Structured around the PURE Supervision Flower, the book is divided into four parts: Preparing for Supervision explores how to establish an effective and ethical base from which supervision can occur Undertaking Supervision focuses on the practical delivery of CBT Supervision Refining Supervision offers insights into managing the supervisory process and relationship Enhancing Supervision hones competencies by considering complex ethical challenges and CPD. Packed with activities, tips, case studies and reflective questions to help consolidate learning, this is essential reading for CBT practitioners training in and already providing supervision across a range of settings.
Develop the Relationship: Using the Supervisory Alliance as a Source of Learning
Develop the Relationship: Using the Supervisory Alliance as a Source of Learning
Learning objectives
After reading this chapter and completing the learning activities provided, you will be able to:
- Understand how the relationship in CBTS can be a valuable source of learning.
- Know how to make more effective use of the supervisory relationship in order to achieve key learning objectives.
- Formulate interpersonal issues that may arise in the context of the supervisory relationship.
Introduction
There is growing evidence that the quality of the relationship between supervisor and therapist plays an important role in both the therapist’s experience of supervision and their performance in the work place (Olk and Friedlander, 1992). Despite this, in our experience, the guidance available to ...
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