STAGES OF GROUP PROCESS

Role of Leader:

• Pre-group selection & preparing • Shifts & changes with the evolution of the

group• Attend to the individuals and their goals• Attend to the goals of the group• Attends to both the process of the group• And the content of the group

Process

How is the group is running?Who is speaking, when?Who are they looking at?RelationshipStructureThe emerging norms

Process questions help by showing:

Here’s what your behavior looks likeHere’s how that behavior affects other peopleHere’s how if forms others’ opinions of youHere’s how others’ perceptions influences our

perceptions of ourselves

Process comments can lead to insights such as:

Only I can change the world I’ve created for myself

There’s no danger in change & I can challenge my fear of changeTo get what I want, I must changeI can impact my world

Northen and Kurland’s Model

Beginning:•Inclusion-Orientation•Uncertainty-ExplorationMiddle:•Mutuality-Goal AchievementEnd:•Separation-Termination

Other models..

Norming StormingPerforming

Irvin Yalom encourages us to think of group stages in terms of developmental tasks rather than phases or sequence

STAGES OF GROUP PROCESS Model developed by Garland, Jones

and Kolodny (1965)

PREAFFILIATIONPOWER & CONTROL

INTIMACYDIFFERENTIATION

SEPARATION

What are the things that group members wonder and worry about before the group begins?

Member’s Concerns:

Is the right place for me?Will I be accepted?Am I better or worse than others?What will be expected of me? Am I in or out?

PREAFFILIATIONCharacterized by members

exhibiting approach/avoidance behaviors

Wavering willingness to assume responsibility, to interact with others

Members at this stage:

are assessing risks & benefits are especially sensitive to responses of others behave or appear wary, provocative

Preaffiliation cont…

There’s a tendency to identify one another in terms of status & roles, stereotyped introductions & detailed intellectual discussions rather than in-depth or highly revealing conversation.

Sometimes members test :

Group's limits Leader's competence Leader's ability to protect from feared hurt

humiliation by openly demanding that leader take charge

And, typically the communication is focused on leader

Focus of leader during Preaffiliation Stage

• Observes and assesses• Clarifies group objectives• Establishes/facilitates group guidelines• Encourages development of personal goals• Clarifies aspirations & expectations of members• Encourages discussions of fears, ambivalence• Gently invites trust• Teaches about group processes

FOCUS OF LEADER CONT.

Gives support, allows distanceFacilitates explorationProvides structureFacilitates linkages among members Models careful listeningFocuses on resistanceAssures opportunities for participation

STAGES OF GROUP PROCESS Model developed by Garland, Jones

and Kolodny (1965)

PREAFFILIATIONPOWER & CONTROL

INTIMACYDIFFERENTIATION

SEPARATION

POWER AND CONTROLA time of transition

This new stage emerges imperceptibly

There's a shift of focus on to autonomy, power & control.

Internal experience of members:

• Members have determined that group is POTENTIALLY safe & rewarding.

• It’s worth the emotional investment so far..• "I belong here" but how do I rank?• Am I on the "Top or bottom?"

POWER AND CONTROL CONT.

Behaviors/dynamics: •Factions emerge•Conflicts between subgroups•Emergence of informal leadership •Members may team up against leader•Dependence on leader•Complaints about group structure, process..

BACK TO IRVIN YALOM

2 examples of groups that had grown stagnant:1: leaders had "exposed their throats", through obvious anxiety, uncertainty & avoidance of hostility-laden issue.

They 'plead frailty'. They had been so benevolent that a group attack would be improper & seem ungrateful.

• 2- Leaders remained aloof, whose infrequent profound interventions delivered in an authoritative manner.

• They used unnecessarily complex language. • To attack them would have been impious &

perilous.

Yalom cont.

• Both styles tend to inhibit a group. “Suppression of important ambivalent feelings about the therapist results in a counterproductive taboo that opposed the desired norm of interpersonal honesty & emotional expression” (Yalom, p.301, 2005)

Yalom cont.

• AND a "model setting opportunity is lost. The therapist who withstands an attack without being either destroyed or destructively retaliatory, but instead responds by attempting to understand and work through the sources and effects of the attack, demonstrates to the group that aggression need not be lethal and that it can be expressed and understood in the group."

Power & Control cont.

We need to learn to distinguish an attack on us as persons & on our role.

If this stage is not navigated well,isolated, alienated members may leave.

LEADER’S FOCUS during Power & Control stage

Our task = endure confusion & turmoil of change from non-intimate to intimate system

Clarifies that conflict and power struggles are NORMAL

Leaders need to:

• Increase predictability & understandability•Protect safety of individuals & property•Encourage expression and acceptance of differences•Turn issues back to the group•Facilitate clear, direct, non-abrasive communication

Leader needs to:

• Examine non-productive group processes• Examine cognitive distortions• Facilitate member evaluation of dissident

subgroups• Encourage healthy norms• Acknowledge strengths & accomplishments• Deal with challenges to leadership non-

defensively • Focus on the ‘here and now’

STAGES OF GROUP PROCESS Model developed by Garland, Jones

and Kolodny (1965)

• PREAFFILIATION• POWER & CONTROL• INTIMACY• DIFFERENTIATION• SEPARATION

INTIMACY

Characterized by:•development of cohesiveness, group consciousness, consensual group action, cooperation & mutual support,• "we consciousness"

INTIMACY CONT.

There’s an increase in:• morale• mutual trust• attendance• concern about missing members• recognition in significance of the group• group character

INTIMACY Cont.

• There may be suppression of negativity about group, leader or members.

• Members bond together against the world.• This glow will fade unless differentiation and

conflict are still permitted to emerge. • The real reasons for seeking help may be

revealed.

LEADER’S ROLE IN INTIMACY STAGE

Stays flexible in role as group vacillatesEncourages :•Deeper level exploration• Support •Feedback•Member’s leadership•Members to to try new skills inside and outside of group

STAGES OF GROUP PROCESS Model developed by Garland, Jones

and Kolodny (1965)

• PREAFFILIATION• POWER & CONTROL• INTIMACY• DIFFERENTIATION• SEPARATION

DIFFERENTIATION

DEVELOPMENT OF GROUP IDENTITY

& AN INTERNAL FRAME OF REFERENCE

DIFFERENTIATIONCharacterized by:•Cohesion & harmony•Dynamic balance between individual & group needs•Spontaneous emotional support •A 'club' like essence or “this is how we do it around here" •More self consciousness about how group operates•New roles & more flexibility

DIFFERENTIATION CONT.

Members have more:•Cumulative experience in working through problems •Skill in identifying & analyzing own feelings •Skill in communicating needs & positions with other members

ROLE OF LEADER DURING DIFFERENTIATION

Encourages:•Achievement of goals•Exchange of skills•Group self governance•Balance between support & confrontation•Exploration of commonalities & deeper levels of problems•Application of new skills & behaviors outside group

STAGES OF GROUP PROCESS Model developed by Garland,

Jones and Kolodny (1965)

PREAFFILIATIONPOWER & CONTROLINTIMACYDIFFERENTIATIONSEPARATION

SEPARATION

Hardest for the members who:Have invested themselves in the groupReceived intensive support & understandingReceived effective aid for their problems

BUT REALLY,

SEPARATION is hard for most everyone.

DYNAMICS OF SEPARATION STAGELOTS of emotions, much like the initial approach /

avoid Expression of fears, hopes and anxiety for selfSadness and anxiety over reality of separationSome denial, regressionSome will distance themselvesThere may be a re-emergence of quarrels.Reactions may trickle or clusterTalk of reunions, follow up

SEPARATION STAGE

Is a time for: Review, reflection & evaluationDevelopment of outlets outside of groupStabilizing & generalizingProjecting toward future Recognition of personal growthPlans on how to continue progress

LEADER’S FOCUS DURING SEPARATION

Facilitates evaluation of group (formal or informal)

Why?Helps leaders improve skillsHelps determine the effectiveness of

interventions, planning decisionsDemonstrates group efficacy for to funding

sources

Why Evaluate?

Helps leaders increase skills & knowledge Helps determine the effectiveness of

interventions, planning decisionsDemonstrates group efficacy for funding

sourcesHelps assess individual’s & group’s progressEncourages members to express

dis/satisfactions about the group

LEADER’S FOCUS DURING SEPARATION

Facilitates:Expression of feelings about terminationReview of individual & group progress Resolution of unfinished businessReinforcement of positive changeShift away from group to individualClosing ritual

ReferencesGarland, J., Jones, H., & Kolodny, R. (1965). A model for stages in the development of social work groups. In S. Bernstein (Ed.), Explorations in group work. Boston: Milford House.

Northen, H., & Kurland, R. (2001). The use of activity. In Social work with groups (3rd ed., pp. 258-287). New York: Columbia University Press.

Yalom, I.D. (1995). The theory and practice of group psychotherapy. (4th ed.) New York: Basic Books.