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l to insure proper group functioning''. The norming stage didn't work as the leader lacked direction, had little sense of community building. In the forming stage the leader failed to encourage ''...co-community building...'' (Tuckman & Jensen, 1965 p.37) ''and the myriad of human concerns...'' (Benson, 2001 p.239). It would seem that the leader and co-leader of the group also failed to effectively manage the group composition (Corey & Corey, 1987) by initially declaring that the group was to be homogeneous (Yalom, 1996) but due to demographics, it was deemed that ''blending together...heterogeneity for conflict areas...group balance...[would enhance]...intermember relationships (Yalom, 1996 pp.262-263) and It was found that as Foulkes and Anthony (1957 p.94) suggest a: ''...mixed bag of diagnoses and disturbances...'' is needed to form an effective group.

I felt that the leaders failed to act within their ''...range of competence'' (Miles, 1981 p.112) and were unsuitable for a humanistic group as they perceived themselves to be 'expert leaders' (Barlow, Burlingame, Hardman & Behrman, 1997; Burlingame & Barlow, 1996) and had a mixed bag of traits with regards to their leadership personality (Bird, 1940). Both remained unsupportive to members during the development stages (Tuckman & Jensen, 1977). In the storming stage, both leaders regularly intervened in the conflicts of the members as it was deemed to be 'killing the group' (Rogers, 2002) and never attempted to ''...encourage the members to look at how all of them can contribute to the group...'' (Glassman & Kates, 1990 p.27).

During group sessions, members would often be seen pairing as Goldberg, (1979 p.108) suggests: ''...involved in a conversation'' and Bales (1950 p.97) proposes: ''...two members pair and become involved in discussion'' and can form a 'dependency' (Bion, 1961) where ''members feel that benefit comes only from the leader and that they can learn nothing from each other'' (Goldberg, 1979 p.113). It would seem that work-pairing (Rosenfeld, 1973) is characterized by the group working to find strength from within its own group whilst Bales (1950) focuses on the group-level, the identities and relationships which exist 'because' the group members exist.

The performing stage shows group approval and a sense of unity (Tuckman & Jensen, 1977) but this was eroded by members being perceived as critical and not being ...''moral-builders''... (klein, 1963 p.51). It was found that the co-leader was an ''...indigenous leader...'' (Levine, 1979 p.135) who manipulated others to their own ends (Redl, 1966) whilst being machiavellian (Kloph, 1994) and gave negative feedback (Jaques, 1991) to members with a ''[d]issenting voice...'' (Brown, 2000 p.126). This was a denial (Yalom & Vinogradov, 1989) of an explicit ethical guideline (Corey, 1987) that was discussed during the contracting meeting. I intervened and became more vocal in the group process, however this was one of many conflicts that remained without a resolution (Rosenfeld, 1973) as unfinished business as Corey (1987 p.209) suggests: ''Some inter-member issues may not get fully resolved...''.

It was found that solutions were never focused on individual member's issues (Levinger, 1957) and therefore ''...the emotional catharsis of personal confession, the relief of saying the unsaid, of holding nothing back'' (Lifton, 1957 p.18) resul