Groups That Work: Structure and ProcessSocial workers, planners, health professionals, and human-service administrators spend much of their time in meetings, working in and with groups. What meaning does participation in these groups have for members? Some of the events that are most important for members of the various professions, and those whom they serve, take place within these groups. Health and human services depend upon their working groups for their development and allocation of resources, their standards of quality, and the evaluation of their success or failure. In short, these groups are relied upon to come up with creative solutions to complex problems. |
From inside the book
Results 1-5 of 81
... important for members of various professions, and those whom they serve, take place within working groups. Points of view are accepted or rejected, modified or voted into effect. Decisions are reached that either enable or support, or ...
... important in people's lives, though we shall consider in this book only those that are part of organizations connected with the delivery of health and human services. Working groups are very much affected by and affect the processes of ...
... important, group work skills were presented as applicable to a wide range of types of groups, including, explicitly, working groups. A very influential text of the postwar period (Wilson and Ryland, ) not only devoted a chapter ...
... important to them, which they view as important ends in themselves. Personal growth that takes place for members of such groups, while vitally important for society in the long run, is a distinctly secondary motivation for most working ...
... important: less important for effective task accomplishment; more important for effective work in groups. Most work in contemporary society requires education beyond the basic literacy that virtually all jobs require. . Information ...
Contents
1 | |
12 | |
3 Toward a Model of Working Groups | 27 |
4 The Democratic Microcosm
| 43 |
Benchmarks and Guideposts
| 53 |
6 Leadership in Working Groups
| 68 |
7 Leadership and Contexts
| 87 |
8 Problem Solving and Decision Making
| 97 |
11 Organizational Settings and Styles | 141 |
12 Technologies for Group Maintenance Operation
and Productivity | 160 |
13 Recurring Problems in Groups and Suggested
Staff Responses | 183 |
14 Perspectives for Professional Practice
with Working Groups | 195 |
Population of SelfDescriptive QSort Statements | 209 |
Notes
| 215 |
Bibliography
| 217 |
Index
| 229 |