“…Differences in power, status, training, and experience can foster competition (Bernard, Drob, & Lifshutz, 1987;Bowers & Gauron, 1981;Gans, 1962), with each having the potential to elicit unresolved issues within coleaders and group members. If transference is not acknowledged and managed, the coleaders may be vulnerable to ineffective interactional patterns (Alpher & Kobos, 1988). Masters and Johnson (1966) adopted dual-gender dyads as a standard coleadership mode, similar to the technique proposed by the Milan group (Palazzoli, Boscolo, Cecchin, & Prata, 1990); that technique was based on the assumption that multiple perspectives complement each other for greater therapeutic benefit (Bowers & Gauron, 1981;S.…”