| |
| |
| Preface | |
| |
| |
| |
| Group Dynamics | |
| |
| |
| Basic Concepts to Be Covered in This Chapter | |
| |
| |
| Group Dynamics and Me | |
| |
| |
| What Is a Group? | |
| |
| |
| The Importance of Groups | |
| |
| |
| Group Structure | |
| |
| |
| Creating Productive Groups | |
| |
| |
| How to Create an Effective Group | |
| |
| |
| The Development of Groups Over Time | |
| |
| |
| The Field of Group Dynamics | |
| |
| |
| The Nature of This Book and How to Use It | |
| |
| |
| Summary | |
| |
| |
| |
| Experiential Learning | |
| |
| |
| Basic Concepts to Be Covered in This Chapter | |
| |
| |
| Procedural Learning | |
| |
| |
| Action Theories | |
| |
| |
| Gaining Expertise Through Experiential Learning | |
| |
| |
| Experiential Learning and Motivation | |
| |
| |
| Learning Group Skills | |
| |
| |
| Role Playing | |
| |
| |
| Learning How to Be a Participant-Observer | |
| |
| |
| Conducting Skill-Training Exercises | |
| |
| |
| Ethics of Experiential Learning | |
| |
| |
| Summary | |
| |
| |
| |
| Group Goals, Social Interdependence, and Trust | |
| |
| |
| Basic Concepts to Be Covered in This Chapter | |
| |
| |
| Introduction | |
| |
| |
| What Is a Goal? | |
| |
| |
| Start Goals | |
| |
| |
| Clarity of Goals | |
| |
| |
| Operational Goals | |
| |
| |
| Group Goals and Level of Aspiration | |
| |
| |
| Dealing with Hidden Agendas | |
| |
| |
| Helping Groups Set Effective Goals | |
| |
| |
| Group Goals and Social Interdependence Among Members | |
| |
| |
| Outcomes of Social Interdependence | |
| |
| |
| Effort to Achieve and Produce | |
| |
| |
| Reciprocal Relationships Among the Three Outcomes | |
| |
| |
| Mediating Variables: The Basic Elements of Cooperation | |
| |
| |
| The Stability of Cooperation | |
| |
| |
| Goal Structures and the Allocation of Benefits Among Group Members | |
| |
| |
| Mixed-Motive Situations | |
| |
| |
| Developing and Maintaining Trust | |
| |
| |
| Summary | |
| |
| |
| |
| Communication Within Groups | |
| |
| |
| Basic Concepts to Be Covered in This Chapter | |
| |
| |
| Introduction and Definitions | |
| |
| |
| Group Communication | |
| |
| |
| Sending and Receiving Messages | |
| |
| |
| Communication in a Problem-Solving Group | |
| |
| |
| Interaction Analysis | |
| |
| |
| Communication Networks | |
| |
| |
| Communication Patterns in an Authority Hierarchy | |
| |
| |
| Influences on Effectiveness of Group Communication | |
| |
| |
| Effects of Cooperation and Competition on Communication | |
| |
| |
| Physical Influences on Communication | |
| |
| |
| Seating Arrangements | |
| |
| |
| Humor | |
| |
| |
| Summary | |
| |
| |
| |
| Leadership | |
| |
| |
| Basic Concepts to Be Covered in This Chapter | |
| |
| |
| What Is Leadership? | |
| |
| |
| Trait Theories of Leadership | |
| |
| |
| Leadership Styles | |
| |
| |
| Influence Theory of Leadership | |
| |
| |
| Role Position/Group Structure Approach to Leadership | |
| |
| |
| Situational Theories of Leadership | |
| |
| |
| Organizational Leadership | |
| |
| |
| What If You Do Not Want to Be a Leader? | |
| |
| |
| Summary | |
| |
| |
| |
| Using Power | |
| |
| |
| Basic Concepts to Be Covered in This Chapter | |
| |
| |
| Introduction | |
| |
| |
| What Is Power? | |
| |
| |
| The Dynamic Interdependence View of Power | |
| |
| |
| Mobilizing Power to Achieve Goals | |
| |
| |
| The Trait Factor Approach to Power | |
| |
| |
| The Bases of Power | |
| |
| |
| Conflict Model of Social Influence | |
| |
| |
| Power and Problem Solving | |
| |
| |
| Unequal Power | |
| |
| |
| Group Norms: Indirect Power | |
| |
| |
| The Group Mind | |
| |
| |
| Individual Versus Relationship Perspectives | |
| |
| |
| Summary | |
| |
| |
| |
| Decision Making | |
| |
| |
| Basic Concepts to Be Covered in This Chapter | |
| |
| |
| Making Effective Decisions | |
| |
| |
| Individual Versus Group Decision Making | |
| |
| |
| Methods of Decision Making | |
| |
| |
| Factors Enhancing Group Decision Making | |
| |
| |
| Factors Hindering Group Decision Making | |
| |
| |
| Considered and Thoughtful Decision Making | |
| |
| |
| Problems with Theorizing on Decision Making | |
| |
| |
| Summary | |
| |
| |
| |
| Controversy and Creativity | |
| |
| |
| Basic Concepts to Be Covered in This Chapter | |
| |
| |
| Controversy and Decision Making | |
| |
| |
| The Avoidance of Controversy | |
| |
| |
| Outcomes of Controversy | |
| |
| |
| Creativity | |
| |
| |
| Process of Controversy | |
| |
| |
| Conditions Determining the Constructiveness of Controversy | |
| |
| |
| Minority Influence, Controversy, and Decision Making | |
| |
| |
| Structuring Constructive Controversies | |
| |
| |
| Being a Citizen in a Democracy | |
| |
| |
| Creative Problem Solving | |
| |
| |
| Developing and Fostering Creativity | |
| |
| |
| Open Versus Closed Belief Systems | |
| |
| |
| Brainstorming | |
| |
| |
| Summary | |
| |
| |
| |
| Managing Conflicts of Interest | |
| |
| |
| Basic Concepts to Be Covered in This Chapter | |
| |
| |
| Conflict-Positive Groups | |
| |
| |
| Nature of Conflicts of Interest | |
| |
| |
| Conflicts Can Be Destructive or Constructive | |
| |
| |
| Conflict and Aggression | |
| |
| |
| Conflict Strategies: What Are You Like? | |
| |
| |
| Controlling the Occurrence of Conflicts | |
| |
| |
| The Nature of Negotiations | |
| |
| |
| Two Types of Negotiating | |
| |
| |
| The Integrative Negotiating Procedure | |
| |
| |
| Defining the Conflict as a Mutual Problem | |
| |
| |
| Try, Try Again | |
| |
| |
| Negotiating in Good Faith | |
| |
| |
| Refusal Skills: This Issue Is Non-Negotiable | |
| |
| |
| Intergroup Conflict | |
| |
| |
| Third-Party Mediation | |
| |
| |
| Summary | |
| |
| |
| |
| Valuing Diversity | |
| |
| |
| Basic Concepts to Be Covered in This Chapter | |
| |
| |
| Introduction | |
| |
| |
| Sources of Diversity | |
| |
| |
| The Importance of Managing Diversity | |
| |
| |
| The Value of Diversity | |
| |
| |
| Barriers to Interacting with Diverse Peers | |
| |
| |
| Making Member Diversity a Strength | |
| |
| |
| Summary | |
| |
| |
| |
| Cooperative Learning in the Classroom | |
| |
| |
| Basic Concepts to Be Covered in This Chapter | |
| |
| |
| Nature of Cooperative Learning | |
| |
| |
| Formal Cooperative Learning: Being A "Guide on the Side" | |
| |
| |
| Preinstructional Decisions | |
| |
| |
| Explaining the Task and Cooperative Structure | |
| |
| |
| Monitoring and Intervening | |
| |
| |
| Evaluating Learning and Processing Interaction | |
| |
| |
| Informal Cooperative Learning Groups | |
| |
| |
| Using Informal Cooperative Learning | |
| |
| |
| Base Groups | |
| |
| |
| Integrated Use of All Three Goal Structures | |
| |
| |
| The Cooperative School | |
| |
| |
| Summary | |
| |
| |
| |
| Leading Growth and Counseling Groups | |
| |
| |
| Basic Concepts to Be Covered in This Chapter | |
| |
| |
| Introduction | |
| |
| |
| Types of Therapeutic Groups | |
| |
| |
| The Unique Power of Group Experiences | |
| |
| |
| Importance of Disclosing Emotions | |
| |
| |
| Leading a Growth Group | |
| |
| |
| Conceptual Frameworks, Feelings, and Intuition | |
| |
| |
| Becoming a Facilitator | |
| |
| |
| Growth Groups and Participant Anxiety | |
| |
| |
| Costs of Growth and Therapy Groups | |
| |
| |
| Comparative Effectiveness | |
| |
| |
| Summary | |
| |
| |
| |
| Team Development, Team Training | |
| |
| |
| Basic Concepts to Be Covered in This Chapter | |
| |
| |
| Introduction | |
| |
| |
| What Is a Team? | |
| |
| |
| Types of Teams | |
| |
| |
| Organizational Context | |
| |
| |
| Building Productive Teams | |
| |
| |
| Research on Team Effectiveness | |
| |
| |
| Forming, Structuring, and Nurturing Teams | |
| |
| |
| Use of Teams in Training Programs | |
| |
| |
| Team Building | |
| |
| |
| Assessing Quality of Work | |
| |
| |
| Total Quality Management | |
| |
| |
| Dealing with Problem Behaviors in Teams | |
| |
| |
| Summary | |
| |
| |
| |
| Epilogue | |
| |
| |
| Guidelines for Creating Effective Groups | |
| |
| |
| Learning Group Skills | |
| |
| |
| Summary | |
| |
| |
| |
| Answers | |
| |
| |
| Glossary | |
| |
| |
| References | |
| |
| |
| Index | |