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 82
... ofthe two.Working groups do not aim primarily at changing the attitudes or behaviors of their own members but rather form in order to generate some external product, develop policies, or participate in decisionmaking processes. It is ...
... ofthe members ofthe group.The staffperson is not and is paid by the organization. It should be noted that professionals not only staff working groups but also serve as members of others.And, indeed, professionals also serve as chairs of ...
... of the postwar period (Wilson and Ryland, ) not only devoted a chapter to “administrative processes” but also began with the citation from Follett given above. At the same time, group work was one ofthe very first ofwhat may now ...
... ofthe population, relatively speaking, is involved in purposeful group experience for therapeutic or people-changing ... ofthe consumer or patient as the nature of the service or treatment itself.This perception is more and more ...
... of the material that follows in this book. Throughout this book, we shall blend perspectives gained from practice, theory ... ofthe work force results in an advantage for supervisors, managers, and peers who are culturally competent and ...
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 |