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. |
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... Particular targets of serv- ices are selected. Criteria for future decisions are developed. Group members learn a wide range of knowledge, attitudes, and skills. Judgments are made, hir- ings and firings planned and confirmed, influence ...
... particular . Specif- ically , Mary Parker Follett was deeply committed to building democracy and developing citizenship through experiences in groups . In 1920 Follett wrote , " The group process contains the secret of collective life ...
... particular . In our opinion , these emphases have been somewhat neglected over the past thirty years or so . Staffs and their processes , though omnipresent in service delivery organizations , have not received their proper share of ...
... particular , extant organization . EXAMPLE A : THE MAYOR'S TASK Force on HEALTH AND HUMAN SERVICES FOR THE FRAIL ELDERLY Stimulated both by public pressures arising out of a metropolitan newspa- per's series of exposés on the frail ...
... particular interest in adolescent patients . His favorite compliment is to call a program “ innovative . ” Head of Occupational and Adjunctive Therapies : Norma Nelson , M.S. , OTR , age forty - six , directs the work of seventeen ...
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 |