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. Despite the amount of time spent in meetings, committees, and so on, very little has been written about the skills necessary for effective participation and leadership within working groups. With that in mind, Ephross and Vassil combine innovative group theory and practice in this "how-to" guide for professionals who take a variety of roles within the group. They draw on examples from social agencies, a hospital, a low-income community, and the boardroom, providing practical principles for day-to-day group life based on a democratic model. This revised edition also explores the changes that have taken place in the structure and operation of working groups in recent years and the heightened expectations for groups within large organizations. |
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Contents
Working in Groups I | 1 |
Frames of Reference for Understanding Work Groups | 12 |
Toward a Model of Working Groups | 27 |
The Democratic Microcosm | 43 |
Benchmarks and Guideposts | 53 |
Leadership in Working Groups | 68 |
Leadership and Contexts | 87 |
Problem Solving and Decision Making | 97 |
Organizational Settings and Styles | 141 |
Technologies for Group Maintenance Operation and Productivity | 160 |
Recurring Problems in Groups and Suggested Staff Responses | 183 |
Perspectives for Professional Practice with Working Groups | 195 |
POPULATION OF SELFDESCRIPTIVE QSORT STATEMENTS | 209 |
NOTES | 215 |
217 | |
229 | |
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Common terms and phrases
ability action activities agenda aspects assessment authority bers board of directors cern chair commitment committee concept conflict confrontation context covert deal decision democratic microcosm discussion dynamics effective ego psychology emotional emotional intelligence empathy Ephross evaluation example experience expression feedback feelings function goals group actions group culture group development group dynamics group leader group members group needs group process groupthink health and human human service ideas important individual influence inhibit interpersonal interpersonal relationships involved issues John Throckmorton learning major means meeting membership Mount Williams negative one's operate organization organizational participation particular patterns perspective phase planning point of view position practice practitioners problem solving professional purpose refers relationships responsibility rience sense Single-issue politics situation skills small groups social sometimes specific staff member staff person stage structure subgroups suggest task force Thelen theory tion Trait theory understanding various worker