IJSP Number 4, 2022

66 ongoing, direct, and comprehensive. Formation of the alliance should be planful and specific, not incidental. Identification of goals and tasks for supervision as part of a living contract is revised with successful goal achievement. Elements of the alliance are translated into the supervisory agreement for informed consent. 2.4. Multicultural Diversity and Cultural Humility Cultural humility relates to the accurate perception of one’s own personal cultural values coupled with another-oriented perspective incorporating respect and respectful process, lack of superiority in attitudes or behavior, openness to feedback (even negative) from others, and self-awareness of judgments being made [22]. It is described as openness, nondefensiveness, thoughtfulness and reflection before determining a response to culturally loaded queries or topics, respectful curiosity, and the ability to question one’s own assumptions a nd beliefs in a cultural frame [18, 23] Supervisors can help create psychological safety in the dyad, instill multicultural humility through modeling of genuine curiosity, support, and self- reflection on personal areas of privilege [24]. 2.5. Strains and ruptures Even in strong alliances strains or ruptures may occur and supervisors may cause them. Although these represent a potential breakdown in the relationship, effective strategies for dealing with them has the potential to result in a stronger alliance. Strains and ruptures may occur through misunderstanding, lack of supervisory competence or adherence to guidelines and practices, or inappropriate supervisor behavior. Identification of these requires the supervisor to be tuned in to patterns of interaction, discern deviations from the norm, and be self-aware of errors or potential causes of strain or rupture. Repair requires the supervisor to note a change, often withdrawal or diminished responding, by the supervisee, to address that respectfully and collaboratively, and if possible to identify anything in one’s own performance or behavior or in the setting that may have instigated the withdrawal, and once that occurs, to collaboratively address the event, explore, if indicated for the supervisor to apologize, and to discuss with humility, a path and plan for moving forward. 2.6. Countertransference Personal reactions occur in supervisees and supervisors when conducting psychotherapy and supervision. Countertransference or reactivity refers to personal reactions of the supervisor or of the supervisee that may influence therapeutic engagement or treatment, activating personal issues that are triggered by the client. It i s the therapist’s internal or external reactions that may be shaped by the therapist’s past or present emotional conflicts, vulnerabilities, or predilections [25]. To manage countertransference the following are relevant: • Self-Insight (being self-aware, including, feelings, thoughts, behaviors, and motives); • Conceptualization (understanding how theory can assist in understanding the dynamics of the client and of the therapy relationship);