Building on the Therapeutic Collaboration Model (TCM; Ribeiro et al., 2013), this chapter examines breaks in therapeutic collaboration. We illustrate how these disruptions occur during conversations between therapists and clients in cognitive-behavioral therapy (CBT) and suggest strategies to restore therapeutic collaboration. We define collaboration breaks as an interpersonal phenomenon in psychotherapy that momentarily disrupts clients’ therapeutic progress. These breaks occur when clients are unable to use the therapists’ interventions and respond by disagreeing with, objecting to, or ignoring the intervention. In previous writing, we have described such responses as invalidation of the therapist’s proposal (Ribeiro et al. 2013). Theoretically, in order for clients to use therapist proposals (interventions), the proposal must be within their working zone for psychological change. That is, it must be between clients’ current level of functioning (the degree to which they have come to terms with their problem) and their potential level (the level currently achievable with the therapist’s assistance). As clients improve, this working zone shifts along the continuum of therapeutic progress. This chapter offers clinical illustrations of different types of breaks in collaboration—either pushing clients beyond their ability to cope or using interventions that aim below their working zone and are not relevant or challenging enough. Next, we share insights from studies that employ multidimensional markers of collaboration breakdown and repair, including conversational and speech patterns. Drawing on research about therapeutic collaboration breaks, alliance ruptures, and misalignment, and framed within the concept of therapeutic responsiveness (Stiles et al., 1998), we offer evidence-based implications for practice. We conclude with guidelines for making in-session decisions that effectively address clients’ needs during moments of tension in the therapeutic relationship.