Preface xv
1 Group Dynamics 1
Basic Concepts to Be Covered in This Chapter 1
Group Dynamics and Me 1
What Is a Group? 5
The Importance of Groups 11
Group Structure 14
Creating Productive Groups 18
How to Create an Effective Group 24
The Development of Groups Over Time 27
The Field of Group Dynamics 34
The Nature of This Book and How to Use It 40
Summary 43
2 Experiential Learning 44
Basic Concepts to Be Covered in This Chapter 45
Procedural Learning 45
Action Theories 46
Gaining Expertise Through Experiential Learning 48
Experiential Learning and Motivation 52
Learning Group Skills 53
Role Playing 55
Learning How to Be a Participant-Observer 56
Conducting Skill-Training Exercises 59
Ethics of Experiential Learning 63
Summary 65
3 Group Goals, Social Interdependence,
and Trust 66
Basic Concepts to Be Covered in This Chapter 67
Introduction 67
What Is a Goal? 70
START Goals 73
Clarity of Goals 76
Operational Goals 76
Group Goals and Level of Aspiration 77
Dealing with Hidden Agendas 78
Helping Groups Set Effective Goals 79
Group Goals and Social Interdependence Among Members 88
Outcomes of Social Interdependence 94
Effort to Achieve and Produce 95
Reciprocal Relationships Among the Three Outcomes 104
Mediating Variables: The Basic Elements of Cooperation 106
The Stability of Cooperation 113
Goal Structures and the Allocation of Benefits
Among Group Members 113
Mixed-Motive Situations 115
Developing and Maintaining Trust 122
Summary 129
4 Communication Within Groups 130
Basic Concepts to Be Covered in This Chapter 131
Introduction and Definitions 131
Group Communication 133
Sending and Receiving Messages 136
Communication in a Problem-Solving Group 146
Interaction Analysis 147
Communication Networks 155
Communication Patterns in an Authority Hierarchy 156
Influences on Effectiveness of Group Communication 161
Effects of Cooperation and Competition on Communication 161
Physical Influences on Communication 163
Seating Arrangements 163
Humor 164
Summary 165
5 Leadership 166
Basic Concepts to Be Covered in This Chapter 167
What Is Leadership? 167
Trait Theories of Leadership 177
Leadership Styles 183
Influence Theory of Leadership 185
Role Position/Group Structure Approach to Leadership 186
Situational Theories of Leadership 191
Organizational Leadership 200
What If You Do Not Want to Be a Leader? 203
Summary 215
6 Using Power 216
Basic Concepts to Be Covered in This Chapter 217
Introduction 218
What Is Power? 221
The Dynamic Interdependence View of Power 223
Mobilizing Power to Achieve Goals 227
The Trait Factor Approach to Power 230
The Bases of Power 232
Conflict Model of Social Influence 235
Power and Problem Solving 238
Unequal Power 241
Group Norms: Indirect Power 254
The Group Mind 259
Individual Versus Relationship Perspectives 262
Summary 262
7 Decision Making 264
Basic Concepts to Be Covered in This Chapter 265
Making Effective Decisions 265
Individual Versus Group Decision Making 268
Methods of Decision Making 282
Factors Enhancing Group Decision Making 289
Factors Hindering Group Decision Making 289
Considered and Thoughtful Decision Making 304
Problems with Theorizing on Decision Making 311
Summary 317
8 Controversy and Creativity 318
Basic Concepts to Be Covered in This Chapter 319
Controversy and Decision Making 323
The Avoidance of Controversy 327
Outcomes of Controversy 338
Creativity 340
Process of Controversy 341
Conditions Determining the Constructiveness
of Controversy 345
Minority Influence, Controversy, and Decision Making 347
Structuring Constructive Controversies 349
Being a Citizen in a Democracy 351
Creative Problem Solving 353
Developing and Fostering Creativity 355
Open versus Closed Belief Systems 358
Brainstorming 359
Summary 364
9 Managing Conflicts of Interest 366
Basic Concepts to Be Covered in This Chapter 367
Conflict-Positive Groups 367
Nature of Conflicts of Interest 368
Conflicts Can Be Destructive or Constructive 369
Conflict and Aggression 370
Conflict Management Strategies: What Are You Like? 373
Controlling the Occurrence of Conflicts 377
The Nature of Negotiations 378
Two Types of Negotiating 385
The Integrative Negotiating Procedure 390
Defining the Conflict as a Mutual Problem 393
Try, Try Again 407
Negotiating in Good Faith 410
Refusal Skills: This Issue Is Non-Negotiable 411
Intergroup Conflict 419
Third-Party Mediation 435
Summary 436
10 Valuing Diversity 438
Basic Concepts to Be Covered in This Chapter 439
Introduction 442
Sources of Diversity 443
The Importance of Managing Diversity 444
The Value of Diversity 445
Barriers to Interacting with Diverse Peers 451
Making Member Diversity a Strength 460
Summary 464
11 Cooperative Learning in the Classroom 472
Basic Concepts to Be Covered in This Chapter 473
Nature of Cooperative Learning 473
Formal Cooperative Learning: Being A "Guide on the Side" 477
Preinstructional Decisions 479
Explaining the Task and Cooperative Structure 484
Monitoring and Intervening 486
Evaluating Learning and Processing Interaction 488
Informal Cooperative Learning Groups 490
Using Informal Cooperative Learning 491
Base Groups 493
Integrated Use of All Three Goal Structures 494
The Cooperative School 497
Summary 498
12 Leading Growth and Counseling Groups 500
Basic Concepts to Be Covered in This Chapter 501
Introduction 501
Types of Therapeutic Groups 501
The Unique Power of Group Experiences 508
Importance of Disclosing Emotions 513
Leading a Growth Group 515
Conceptual Frameworks, Feelings, and Intuition 520
Growth Groups and Participant Anxiety 522
Costs of Growth and Therapy Groups 522
Comparative Effectiveness 522
Summary 523
13 Team Development, Team Training 524
Basic Concepts to Be Covered in This Chapter 525
Introduction 525
What Is a Team? 526
Organizational Context 530
Building Productive Teams 536
Assessing Quality of Work 540
Use of Teams in Training Programs 547
Total Quality Management 548
Dealing with Problem Behaviors in Teams 551
Summary 552
14 Epilogue 554
Guidelines for Creating Effective Groups 555
Learning Group Skills 557
Summary 559
Appendix: Answers 560
Glossary 572
References 585
Name Index 623
Subject Index 634
Credits 654
