Chapter 3 Understanding Group Dynamics Slides developed by

Chapter 3 Understanding Group Dynamics Slides developed by Ronald W. Toseland State University of New York at Albany An Introduction to Group Work Practice, 7 e Toseland Rivas © 2011 Pearson Education, Inc. All Rights Reserved

Importance of Group Dynamics • Examples of extreme group dynamics – Hitler Youth Movement – Ku Klux Klan – Jonestown – Branch Dividends – Other examples An Introduction to Group Work Practice, 7 e Toseland Rivas © 2011 Pearson Education, Inc. All Rights Reserved

Promoting Helpful Group Dynamics • Identify group dynamics as they emerge during group interaction • Assess the impact of group dynamics on group members • Impact of group dynamics on the group as a whole An Introduction to Group Work Practice, 7 e Toseland Rivas © 2011 Pearson Education, Inc. All Rights Reserved

Group Dynamics • Communication and interaction patterns • Cohesion • Social integration and influence • Group culture An Introduction to Group Work Practice, 7 e Toseland Rivas © 2011 Pearson Education, Inc. All Rights Reserved

Communication • Communication as a process • Selective perception • Non-verbal messages • Noise and other distortions • Hearing and visual impairments • Cultural interpretations • Feedback An Introduction to Group Work Practice, 7 e Toseland Rivas © 2011 Pearson Education, Inc. All Rights Reserved

Group Interaction Patterns • Maypole, round robin, hot seat, and free floating • Cues and reinforcers • Emotional bonds • Subgroups • Size and physical arrangements • Power and status An Introduction to Group Work Practice, 7 e Toseland Rivas © 2011 Pearson Education, Inc. All Rights Reserved

Addressing Subgroups • Is the group sufficiently attractive? • Promote norms that emphasize members listening and respecting each other • Promote norms that restrict communication to one member at a time • Change seating arrangements An Introduction to Group Work Practice, 7 e Toseland Rivas © 2011 Pearson Education, Inc. All Rights Reserved

Principles for Practice • Members are always communication so assessment should be ongoing • Communication patterns can be changed by various means • Members communicate for a purpose • Help members understand appreciate the meaning of communications An Introduction to Group Work Practice, 7 e Toseland Rivas © 2011 Pearson Education, Inc. All Rights Reserved

Reasons For Cohesion • The need for affiliation, recognition and security • The resources and prestige available through group participation • Expectations of the benefits of the group • Comparison of the group to other group experiences An Introduction to Group Work Practice, 7 e Toseland Rivas © 2011 Pearson Education, Inc. All Rights Reserved

Effects of Cohesion • Expression of positive and negative feelings • Willingness to listen • Effective use of feedback and evaluations • Greater members’ influence over each other • Feelings of self-confidence, self-esteem and personal adjustment • Satisfaction with the group experience An Introduction to Group Work Practice, 7 e Toseland Rivas © 2011 Pearson Education, Inc. All Rights Reserved

Principles for Practice • A high level of interaction promotes cohesion – Use program activities and group discussion • Help members meet individual & group needs • Help members cooperate rather than compete • Use naturally occurring intergroup conflict to build intra-group bonds An Introduction to Group Work Practice, 7 e Toseland Rivas © 2011 Pearson Education, Inc. All Rights Reserved

Social Integration and Influence • Norms • Roles • Status Hierarchies An Introduction to Group Work Practice, 7 e Toseland Rivas © 2011 Pearson Education, Inc. All Rights Reserved

Minority Opinions • Offer compelling and consistent arguments • Ask the group to carefully listen • Appear confident • Don’t be close-minded to other opinions • Take a flexible stand – compromise • Use flawed logic in the majorities’ opinions An Introduction to Group Work Practice, 7 e Toseland Rivas © 2011 Pearson Education, Inc. All Rights Reserved

Principles for Practice • Assess if norms, roles and status help members feel integrated & accomplishing goals • Facilitate norms, roles and status that structure the group – We do not want it to become disorganized, chaotic, unsafe or anxiety producing An Introduction to Group Work Practice, 7 e Toseland Rivas © 2011 Pearson Education, Inc. All Rights Reserved

Principles for Practice • Avoid norms, roles and status hierarchies that restrict members’ own judgment and free will – Ability to accomplish agreed upon goals, freedom, and independence of acceptable behavior • Make norms, roles and status attractive – the group should be a satisfying experience An Introduction to Group Work Practice, 7 e Toseland Rivas © 2011 Pearson Education, Inc. All Rights Reserved

Principles for Practice • Emphasize the importance of the group’s work and individual member’s contributions • Consider incentives for members to participate • Rewards and sanctions applied fairlyhealthy social integration benefits each member/group An Introduction to Group Work Practice, 7 e Toseland Rivas © 2011 Pearson Education, Inc. All Rights Reserved

Group Culture • Values, beliefs, customs, traditions • Three levels – Symbols and rituals – ex. AA – The way members interact with each other – ex. the way conflict is handled – Core beliefs, ideologies, and values held in common An Introduction to Group Work Practice, 7 e Toseland Rivas © 2011 Pearson Education, Inc. All Rights Reserved

Principles for Practice • Workers should help members examine, compare & respect each others’ value systems • Workers should help members understand the values of the agency, community and society • Balance socio-emotional and task needs An Introduction to Group Work Practice, 7 e Toseland Rivas © 2011 Pearson Education, Inc. All Rights Reserved

Stages of Group Development • Beginning • Middle • Ending • Different Models • Open versus closed membership and group development An Introduction to Group Work Practice, 7 e Toseland Rivas © 2011 Pearson Education, Inc. All Rights Reserved

Principles for Practice • Observe and talk about discernible and predictable patterns of group development • Workers should help open membership groups develop a simple structure and a clear culture • Develop a safe and positive group environment An Introduction to Group Work Practice, 7 e Toseland Rivas © 2011 Pearson Education, Inc. All Rights Reserved