Though the practice of reflecting team-work has a strong theoretical base there has been little research examining its actual use. What has been written is primarily based on the therapist's and/or supervisor's experience, rather than the client's. This dissertation describes clients' perceptions of two different strategies of reflecting team-work that emerged from interviews conducted and analyzed using a moderately structured ethnographic interview methodology. The primary results suggested that reflecting team-work was helpful in providing clients with different perspectives; that in-room teams should be used sparingly during early therapy; that teams should reflect at least twice in-session; and that a three-person team was adequate to generate new distinctions.