1. STAGES OF GROUP PROCESS

2. Role of Leader: Pre-group selection & preparing
Shifts & changes with the evolution of the group
Attend to the individuals and their goals
Attend to the goals of the group
Attends to both the process of the group
And the content of the group

3. Process How is the group is running? Who is speaking, when?
Who are they looking at?
Relationship
Structure
The emerging norms

4. Process questions help by showing:
Here’s what your behavior looks like
Here’s how that behavior affects other people
Here’s how if forms others’ opinions of you
Here’s how others’ perceptions influences our perceptions of ourselves

5. Process comments can lead to insights such as:
Only I can change the world I’ve created for myself
There’s no danger in change &
I can challenge my fear of change
To get what I want, I must change
I can impact my world

6. Northen and Kurland’s Model
Beginning:
Inclusion-Orientation
Uncertainty-Exploration
Middle:
Mutuality-Goal Achievement
End:
Separation-Termination
p. 18 Zastrow SW with Groups

7. Other models..
Norming
Storming
Performing

8. Irvin Yalom encourages us to think of group stages in terms of developmental tasks rather than phases or sequence

9. PREAFFILIATION POWER & CONTROL INTIMACY DIFFERENTIATION SEPARATION
STAGES OF GROUP PROCESS Model developed by Garland, Jones and Kolodny (1965)
PREAFFILIATION
POWER & CONTROL
INTIMACY
DIFFERENTIATION
SEPARATION

10. What are the things that group members wonder and worry about before the group begins?

11. Member’s Concerns: Is the right place for me? Will I be accepted?
Am I better or worse than others?
What will be expected of me?
Am I in or out?

12. PREAFFILIATION
Characterized by members exhibiting approach/avoidance behaviors
Wavering willingness to assume responsibility, to interact with others

13. Members at this stage: are assessing risks & benefits
are especially sensitive to responses of others
 behave or appear wary, provocative

14. Preaffiliation cont…
There’s a tendency to identify one another in terms of status & roles, stereotyped introductions & detailed intellectual discussions rather than in-depth or highly revealing conversation.

15. Sometimes members test :
Group's limits
Leader's competence
Leader's ability to protect from feared hurt humiliation by openly demanding that leader take charge
And, typically the communication is focused on leader

16. Focus of leader during Preaffiliation Stage
Observes and assesses
Clarifies group objectives
Establishes/facilitates group guidelines
Encourages development of personal goals
Clarifies aspirations & expectations of members
Encourages discussions of fears, ambivalence
Gently invites trust
Teaches about group processes

17. FOCUS OF LEADER CONT. Gives support, allows distance
Facilitates exploration
Provides structure
Facilitates linkages among members
Models careful listening
Focuses on resistance
Assures opportunities for participation

18. PREAFFILIATION POWER & CONTROL INTIMACY DIFFERENTIATION SEPARATION
STAGES OF GROUP PROCESS Model developed by Garland, Jones and Kolodny (1965)
PREAFFILIATION
POWER & CONTROL
INTIMACY
DIFFERENTIATION
SEPARATION

19. POWER AND CONTROL A time of transition
This new stage emerges imperceptibly
There's a shift of focus on to autonomy, power & control.

20. Internal experience of members:
 Members have determined that group is POTENTIALLY safe & rewarding.
It’s worth the emotional investment so far..
"I belong here" but how do I rank?
Am I on the "Top or bottom?"

21. POWER AND CONTROL CONT. Behaviors/dynamics: Factions emerge
Conflicts between subgroups
Emergence of informal leadership  
Members may team up against leader
Dependence on leader
Complaints about group structure, process..

22. BACK TO IRVIN YALOM 2 examples of groups that had grown stagnant:
1: leaders had "exposed their throats", through obvious anxiety, uncertainty & avoidance of hostility-laden issue.
They 'plead frailty'. They had been so benevolent that a group attack would be improper & seem ungrateful.

23. 2- Leaders remained aloof, whose infrequent profound interventions delivered in an authoritative manner.
They used unnecessarily complex language.
To attack them would have been impious & perilous.

24. Yalom cont.
Both styles tend to inhibit a group. “Suppression of important ambivalent feelings about the therapist results in a counterproductive taboo that opposed the desired norm of interpersonal honesty & emotional expression” (Yalom, p.301, 2005)

25. Yalom cont.
AND a "model setting opportunity is lost. The therapist who withstands an attack without being either destroyed or destructively retaliatory, but instead responds by attempting to understand and work through the sources and effects of the attack, demonstrates to the group that aggression need not be lethal and that it can be expressed and understood in the group."

26. Power & Control cont.
We need to learn to distinguish an attack on us as persons & on our role.

27. If this stage is not navigated well,
isolated, alienated members may leave.

28. LEADER’S FOCUS during Power & Control stage
Our task = endure confusion & turmoil of change from non-intimate to intimate system
Clarifies that conflict and power struggles are NORMAL

29. Leaders need to:
Increase predictability & understandability
Protect safety of individuals & property
Encourage expression and acceptance of differences
Turn issues back to the group
Facilitate clear, direct, non-abrasive communication

30. Leader needs to: Examine non-productive group processes
Examine cognitive distortions
Facilitate member evaluation of dissident subgroups
Encourage healthy norms
Acknowledge strengths & accomplishments
Deal with challenges to leadership non-defensively
Focus on the ‘here and now’

31. STAGES OF GROUP PROCESS Model developed by Garland, Jones and Kolodny (1965)
PREAFFILIATION
POWER & CONTROL
INTIMACY
DIFFERENTIATION
SEPARATION

32. INTIMACY Characterized by:
development of cohesiveness, group consciousness, consensual group action, cooperation & mutual support,
"we consciousness"

33. INTIMACY CONT. There’s an increase in: morale mutual trust attendance
concern about missing members
recognition in significance of the group
group character

34. INTIMACY Cont.
There may be suppression of negativity about group, leader or members.
Members bond together against the world.
This glow will fade unless differentiation and conflict are still permitted to emerge.
The real reasons for seeking help may be revealed.

35. LEADER’S ROLE IN INTIMACY STAGE
Stays flexible in role as group vacillates
Encourages :
Deeper level exploration
Support
Feedback
Member’s leadership
Members to to try new skills inside and outside of group

36. STAGES OF GROUP PROCESS Model developed by Garland, Jones and Kolodny (1965)
PREAFFILIATION
POWER & CONTROL
INTIMACY
DIFFERENTIATION
SEPARATION

37. DIFFERENTIATION
DEVELOPMENT OF GROUP IDENTITY & AN INTERNAL FRAME OF REFERENCE

38. DIFFERENTIATION Characterized by: Cohesion & harmony
Dynamic balance between individual & group needs
Spontaneous emotional support
A 'club' like essence or “this is how we do it around here"
More self consciousness about how group operates
New roles & more flexibility

39. DIFFERENTIATION CONT. Members have more:
Cumulative experience in working through problems
Skill in identifying & analyzing own feelings
Skill in communicating needs & positions with other members

40. ROLE OF LEADER DURING DIFFERENTIATION
Encourages:
Achievement of goals
Exchange of skills
Group self governance
Balance between support & confrontation
Exploration of commonalities & deeper levels of problems
Application of new skills & behaviors outside group

41. STAGES OF GROUP PROCESS Model developed by Garland, Jones and Kolodny (1965)
PREAFFILIATION
POWER & CONTROL
INTIMACY
DIFFERENTIATION
SEPARATION

42. SEPARATION Hardest for the members who:
Have invested themselves in the group
Received intensive support & understanding
Received effective aid for their problems

43. BUT REALLY,
SEPARATION is hard for most everyone.

44. DYNAMICS OF SEPARATION STAGE
LOTS of emotions, much like the initial approach / avoid
Expression of fears, hopes and anxiety for self
Sadness and anxiety over reality of separation
Some denial, regression
Some will distance themselves
There may be a re-emergence of quarrels.
Reactions may trickle or cluster
Talk of reunions, follow up

45. SEPARATION STAGE Is a time for: Review, reflection & evaluation
Development of outlets outside of group
Stabilizing & generalizing
Projecting toward future
Recognition of personal growth
Plans on how to continue progress

46. LEADER’S FOCUS DURING SEPARATION
Facilitates evaluation of group
(formal or informal)
Why?
Helps leaders improve skills
Helps determine the effectiveness of interventions, planning decisions
Demonstrates group efficacy for to funding sources

47. Why Evaluate? Helps leaders increase skills & knowledge
Helps determine the effectiveness of interventions, planning decisions
Demonstrates group efficacy for funding sources
Helps assess individual’s & group’s progress
Encourages members to express
dis/satisfactions about the group

48. LEADER’S FOCUS DURING SEPARATION
Facilitates:
Expression of feelings about termination
Review of individual & group progress
Resolution of unfinished business
Reinforcement of positive change
Shift away from group to individual
Closing ritual

49. References
Garland, J., Jones, H., & Kolodny, R. (1965). A model for stages in the development of social work groups. In S. Bernstein (Ed.), Explorations in group work. Boston: Milford House. Northen, H., & Kurland, R. (2001). The use of activity. In Social work with groups (3rd ed., pp ). New York: Columbia University Press. Yalom, I.D. (1995). The theory and practice of group psychotherapy. (4th ed.) New York: Basic Books.