Difficulties with acclimatization to feedback may explain why team members may refrain from disclosing regularly until they are oriented and experienced in the feedback process and assimilate learning around DBT team consulting principles. Although Swales  states that counselling agreements facilitate a non-defensive attitude, it appeared that some clinicians felt vulnerable during their previous experience of consultations. Research has previously identified such feedback difficulties , and the recent study showed that discomfort with feedback may be due to feeling judged initially by others or the amount of proposals from team members, which has sometimes been overwhelming. Despite these challenges, clinicians participating in this study highlighted their overwhelming desire to have consultations in order to maintain their motivation to continue to be interested in DBT. BPD can often be comorbid with other mental disorders (for example. B [32, 33]). In this study, the diversity of professional experience within the consulting team helped to clarify potentially more complex presentations; like for example. B obtaining relevant addiction knowledge from addiction counsellors or knowledge from psychologists within the team with expertise in eating disorders. This raises interesting questions about the need to consider a wider range of experiences when making up the consulting team. 1.
Respect the agreements of the team, especially with compassion, attention and dialectics. Founding members of a new steering team could also benefit from increased support to move towards the role and structure of the board. In general, specific information on the benefits and challenges of consulting can be shared with potential DBT interns to better prepare them for this model component. This could be considered in the context of training, with an emphasis on expersable learning (e.g.B. role-playing and exercise to give and receive feedback when conforming to the model). In addition, individuals and teams can benefit from the supervision to move from the theoretical understanding of consulting agreements to the embodiment of agreements in their consulting practices. From the perspective of clinicians in the study, ad hoc peer support seemed to be a useful resource. The availability of peer support outside of assigned DBT consultations seemed to indicate stronger team relationships and was particularly helpful in regulating clinician emotions. This type of support could be useful for becoming a structured component of the DBT configuration, as it seems to be a useful response mechanism when working in such a difficult area. However, the existence of peer support or counselling teams in general does not necessarily mean that this type of support actually improves team relationships or that counselling teams actually help the clinician work in DBT. Future research could test this through a dismantling study, i.e.