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.

Resolve Resistance and Ruptures: Working with Relational Challenges

Resolve Resistance and Ruptures: Working with Relational Challenges

Resolve Resistance and Ruptures: Working with Relational Challenges

Learning objectives

After reading this chapter and completing the learning activities provided, you will be able to:

  • Draw on the literature on resistance and rupture in order to refine your supervision approach.
  • Recognize when resistance or rupture is occurring, or likely to occur, and identify factors that may be contributing to this.
  • Take steps to avoid or repair ruptures in your supervision in order to facilitate effective learning.


Theoretical accounts drawing on social cognition (Miranda and Andersen, 2007) and on collaboration (Bordin, 1979) and negotiation (Safran and Muran, 2000) have led to a view that the alliance is an intrinsic part of the change process. In Chapter 7 we considered how to capitalize on ...

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