林口長庚醫院 長庚大學 精神科 劉嘉逸 副教授 團體動力與團體領導 ( 節縮版 )

Defining a Group: - A group is an aggregation of two or more people who are to some degree in dynamic interrelation with one another. - McGrath, 1984

-A psychological group is defined as one that is psychologically significant for the members, to which they related themselves subjectively for social comparison and the acquisition of norms and values,…that they privately accept membership in, and which influences their attitudes and behavior. - Turner, 1987

Characteristics of Group: Key feature of group life: - physical, verbal, non-verbal, and emotional interaction.

Characteristics of Group: Group structure: -role, status and attractive relation. - Simmel, 1902

Characteristics of Group: Size: - dyad 2 triad 3 small group 4-20 society large group >40 - Simmel, 1902

- Spontaneous gr in public settings: average 2.4 members Deliberately formed groups: average 2.3 members - James, 1951

- Groups tend to gravitate to the smallest size, ……. - Hare, 1976

- Groups tend to gravitate to the smallest size, two. - Hare, 1976

Temporal change: a) Stable: rare

(4) Temporal change: a) Stable: rare b) Cyclical models: balance between task-oriented and emotionally expressive actions

Temporal change: (c ) Successive-stage theories: eg. Tuckman’s 5 stages, 1965: 1.Oriented toward one another. 2.Find themselves in conflict, some solution is sought. 3.Norms and roles development. 4.Reach a point at which can perform as a unit to achieve desired goals. 5.Adjournment.

Group Dynamics: Group dynamics: - The ways in which the group and its individual members affect each other. - The relationship of this interaction to issues of group, development, structure and goal.

Group Dynamics Views from 3 intellectual traditions: (a) Individual psychology (b) Sociology (c) Social psychology

Group Dynamics (a) Individual psychology: Member’s anxiety : threatened personal boundary. various needs –wish to maintain autonomy, – wish to belong. needs satisfied/ not satisfied.

Group Dynamics (a)Individual psychology: Authority and leadership: - identification. - ambivalence toward authority.

Group Dynamics (a)Individual psychology: Peer relationship: stage1 - deification. stage2 - cannibalism. stage3 - gr revolt on member to member relationship, getting aside of the leader. final stage - new order, united around a set of principles.

Group Dynamics (b) Sociology of group: - focus on process and structure, - view from a perspective external to the group.

Group Dynamics (b) Sociology of group: 5 interrelated levels of group process 5 interrelated levels of group process (Mills, 1967) (1 ) Overt behavior, (1 ) Overt behavior, (2) Group emotion, (3) Governing norm, (4) Goals, (5) Values. (2) Group emotion, (3) Governing norm, (4) Goals, (5) Values.

Group Dynamics (c) Social psychology of group: - role differentiation role-dynamic structure within an individual. factors influencing role differentiation: social stimuli, defined position. member satisfaction.

Group Size ● Smaller group : - prevent expression of dissatisfaction and disagreement, - more opportunity to interact and to exhibit leadership behavior.

Group Size ● Increased in size: -enhance group performance -diminish speed, -enhance group productivity, -reduction in opportunity to speak.

Therapeutic Factors of Group Therapy: 1) Instillation of hope. 2) Universality. 3) Imparting of information. 4) Altruism. 5) Corrective recapitulation of the primary family group. 6) Development of socializing skill. 7) Imitative behavior. 8) Interpersonal learning. 9) Group cohesiveness-acceptance.

Therapeutic Factors 10) Catharsis 11) Existential factors 12) Self disclosure 13) Self understandings 14) Guidance 15) Reality testing 16) Transference 17) Identification 18) Group pressure

Leadership

Leadership: - Style of leadership (Parloff, 1968) : a) Intrapersonalist- focusing on individual b) Transactionalist- focusing on relationship within gr. c) Integrality- group as a whole.

Two dimensions of leadership: (1) Personal dimension : (2) Technical dimension:

Dimensions of leadership (1) Personal dimension :  relationship variables - genuine, empathy, warmth.  favorableness of the leader-member interaction.  therapist self disclosure.

Dimensions of leadership (2)Technical dimension: a) Structure

Dimensions of leadership (2) Technical dimension: a) Structure b) Sequencing Leader-centered approach is more efficacious early in a group’s development; Group-centered style is appropriate during later phases.

Leader’s /Therapist’s Responsibilities: 1) Setting goals 2) Establishing therapeutic means 3) Contract making 4) Selecting members 5) Developing structure 6) Managing group response eg. cohesion, displacement of aggression 7) Dealing with resistance 8) Dealing with events in the group life

Dealing with resistance:  Silence - asking direct questions to members, then asking another members to response to the answer given - pick up a neutral topics - ask a member how he/ she react to the silence  Social conversation - gently change the subject to one more appropriate topics

Dealing with resistance:  Subgrouping - identifying. - reminded of group rules.  Transference - reinforce, - circumvent, - explain, - interpret - or ignore.

Dealing with resistance:  Acting out - repressive group (behavioral, guidance, or didactic)  explain that it is anti-therapeutic and curtail it if possible - ego-supportive group  its compulsive quality and interpersonal significance are made the issue. - evocative group (analytical)  clarification, confrontation and interpretation

Dealing with events in the group life:  New members.  Drop out.  Time …….etc.

Outcome -Therapist who empathic, supportive and encouraging cohesiveness are more effective than who are intrusive, confronting and authoritarian Sadock, 1985

Outcome Therapists have positive, empathic orientation, help the client to think about themselves in new ways, foster a supportive group atmosphere, are more effective. (Grunebaum)

 Affectionate, active leader  strong positive change,  Affectionate, inactive leader  mild favorable change,  Unaffectionate, inactive leader  mild negative change,  Unaffectionate, active leader  strong negative change. (Reddy and Lippert, 1980)

T hank you very much