Unit III

Social Group Work process: Planning state, beginning stage, middle stage and ending stage;
Principles of Social Group Work: Group process, bond, acceptance, isolation, rejection, sub-
groups scapegoats, conflict and control; Leadership development and Team building; Factors of
Group formation.

UNIT – III

Discuss on the Social Group Work Process?

Social Group Work Process

Planning Stage:

This phase marks the beginning of the process of group development and is also called the
pre-group or pre affiliation stage by some experts. In India the groups have to be formed by the
group worker in most cases. S/he may form the group from among the existing clientele of the
social welfare agencies, NGOs or from the open community settings. Before forming a group,
the group worker must study the target population along the following points:

 Geographical location
 Age
 Gender
 Socio-economic background
 Needs
 Interests
 Reasons for joining the group
 Any other relevant details
This information helps the group worker to form the group on some common ground and
accordingly determine the group goals. Careful planning should precede the formation of the
group which includes decision about the target population, needs and goals, the resources
available etc. An accurate understanding and analysis of the needs of the target population is
important at this stage so that there is no gap between the member’s and the worker’s perception
of the felt needs of the group. However, the process of the study and planning is a continuous
one; it enables the group worker to steer the group through the different stages of development.
 The members may have to be convinced to join the group as they may be ignorant of the
usefulness of being a part of a group and may not have had any such experience in the past.
“Groups in India are initially conceived by an organization or welfare agency, as people
themselves generally do not take such initiatives. Both the voluntary and the government
organizations have found working with the group a useful strategy. The worker in India
therefore, has to carry the idea of forming a group for an already defined objective to the people.
S/he has to educate the potential members about the needs and issues the group will address and
how it is likely to benefit them. The worker generally meets the members for the first time and
many members have little or no experience of working with such groups.

The formation stage thus, will require careful planning. There are two sets of plans that a
worker must prepare. The first part of the planning concerns how the formation of the group will
be accomplished, and second, what issues will arise once the group gets going and how these
will be dealt with.”(Siddiqui, 2008, 98)

The other details that have to be focused while planning and forming the group are:

1) The size of the group

The decision about the size of the group is dependant on various factors such as the needs of
members, purpose of group, nature of group membership etc. for instance self help groups may
be large in size but therapeutic groups work best when they are small. Though there is no ideal
size, a group size ranging from eight to fifteen members may be a good size.

2) Composition of the group

Planning about the composition of the group has to be in keeping with its purpose. Whether it is
a self help group, task group or treatment oriented group, it may be either homogenous or
heterogeneous. Before deciding the nature of membership, the group worker should familiarize
herself with the client group along the points already mentioned above such as their socio-
economic background etc.

3) Frequency of the sessions and their duration

Though there is no hard and fast rule, frequency of the sessions may be decided in accordance
with the needs and purpose of the group. There should not be too long gaps between the sessions,
lest the group gets disintegrated. Recreation groups, therapeutic groups, task groups should meet
at least once or twice a week.

4) Time and place of meetings

The place where the group is to meet at the designated time has to be decided in consultation
with the members. The guiding factors are the convenience of the members, availability and
adequacy of space and resources.

5) Duration of the group

Whether the group will exist for a long or short term may again have to be in keeping with the
needs and goals of the group. The group can be terminated after achieving its objectives and a
tentative time may be earmarked for it. There should however be an element of flexibility in
deciding the time-frame.

Beginning Stage:

In the initial sessions the group may appear more as a constellation of different
individuals than an organized entity. This stage is usually characterized by a low group
consciousness. There may be shyness, hesitation, indecision and lack of participation. Some
members may be hyper active, and some may be insecure and nervous, not having had such an
experience in the past. However, this phase marks the beginning of the development of a feeling
of belonging and oneness among the members. Tuckman has used the term ‘storming’ to explain
this process of exploration. In the initial meetings a semblance of order has to be restored so as to
ensure a free flow of ideas and actions.

This stage involves the following steps:

 The initial stage is important as it lays the foundation of the success or failure of the
group work program. The worker should introduce the members to the group by outlining her/his
role and the purposes for which the group has been formed, the members should be encouraged
to speak about themselves, their hopes and aspirations. In the initial sessions the members have
to be inducted into the group with a certain sensitivity so as to raise their level of comfort and
sense of ease. The members may be unfamiliar with each other and may be interested in finding
out about the agency, the worker, other members and the purpose of the group. The group
worker helps members become part of the group. This does not happen overnight but is a gradual
process as in this process the members may have to give up some of their individuality as also
their biases and prejudices.

They may have to exercise more self control and discipline. Some people relate more
easily than others, all nevertheless, start making efforts to adjust which may not be always easy.
Some may be easily accepted and accept the group, others may take more time. Gradually the
members start speaking the same language as the other members and accept the group goals and
consider them as their own As the individual starts developing a sense of belonging there may be
a change in his/her behavior patterns.

Preparation of the Profile of the Members

Just as there is a need for the members to know each other, the worker too should study
and observe the members closely. The worker should prepare a profile of each member giving
his/her age, family background, physical characteristics, habits, interests, level of confidence ,
any peculiar habits or traits etc. It would help if this is based on the facts gathered and his/her
observations in the initial sessions. This would not only help her/him understand the group
relationship levels and interaction patterns better but also begin from where the group is. Further
this may help her/him map the development over a period of time, especially at the stage of
evaluation.

Setting Specific Objectives

 While there may be larger goals which a group may strive to ultimately achieve, specific
interim goals also need to be explored, which can form the basis of program planning. Here the
worker has to help the group determine the desired level of behaviour or social change. Although
in the first stage the group has been formed keeping in mind some purpose, It is at this stage that
goals have to be specifically delineated. Here the group worker encourages the active
participation of the group members and helps the group assume the responsibility to determine
the level of change they desire to achieve in their behaviour or social situation. e.g. kicking up
the habit of smoking/ chewing tobacco, giving up using abusive language. Objectives are nothing
but statements of what the group worker is trying to achieve through the group work process.
They give meaning to the process. “Objectives serve the same purpose as a compass; they guide
the agency and the worker to a determined destination”. (Trecker , 1955, 57)

They should be clear and specific and later reviewed at the stage of evaluation in terms of
their accomplishment.

At this stage there is a need to spell out the specific objectives which delineate the actual
outcomes expected from the group worker’s intervention. For instance in the case of a group of
school dropouts, some of the objectives could be,

 To develop an interest in studies by simplifying the methods of teaching and learning

 To motivate them to resume studies by making them understand the benefits of formal
schooling
 To remove the fear of subjects like maths, etc.
Here the worker should pay attention to the feasibility on one hand and the needs and aspirations
of the members on the other. S/he should focus on the specific benefits the members are likely to
get and refrain from imposing her/ his point of view. The objectives have to be interpreted to the
members, and their doubts and queries are to be encouraged.

Developing a Structure

As the group is now ready to settle down, it can be structured at this stage. The members
must now be prepared and encouraged to assume roles and responsibilities. They are to be told
about the expectations of the group from them in terms of tasks, on the basis of their capabilities
and talents. In the Indian context the members may have to be closely assisted till they learn to
assume responsibilities on their own. Some may need constant help of the group worker to carry
out their roles.

The worker at this stage must constantly encourage the members to use their latent talents
and capacities. A functional organization must emerge at this stage so as to enable the members
to assume an active role and make responsible decisions. “Every group that aspires for
independence and self-determination must arrange its constituent members in such a way that
they can say to be “organized.” The form of organization is in itself of minor importance ….if a
group is to develop and carry out its program, it must have ways of assigning or delegating
responsibility, ways of getting the whole group to participate in the planning, carrying out, and
evaluation of the activities that make up the program and ways of handling routine relationships
with the agency and other groups.” (Trecker,1955, 150) With the emergence of a formal
organization the group starts giving evidence of its flexibility and maturity. After the group is
geared to assume responsibility, it is ready to move into the next phase.

Middle Stage:

After some sessions, the signs of group development start emerging as the group
progresses into its active phase. The focus of this stage is on the provision of program
experiences designed to offer opportunities for adjustment and growth. The programs may be of
a long or short term depending on the immediate and long term objectives. This stage is the peak
time in the group process as the members start taking the group seriously. The sessions become
regular, the attendance is likely to be high and so is the involvement and participation of the
members.

This phase is likely to be characterized by a flurry of activity as considerable time is

devoted to program planning and implementation, e.g a group of youth in a community, who
may have been spending their leisure time aimlessly are formed into a group. The group worker
after observing their talents for singing and acting encourages them to put up a musical drama.
The group is encouraged and helped to write its own script, compose the songs and choreograph
the dances .Then with the help of the community support the group puts up the first show and
gradually becomes an established theatre group. In the active phase the scripting, composing
followed by continuous frantic rehearsals for the show may consume the maximum time and
efforts of the members. Side by side they may also be busy mobilizing and utilizing the resources
to put up the show. This is but one example, there may be several others.

During this stage the development gets more pronounced and may be reflected in high
attendance, regular meetings, and members taking more responsibility. More and more
responsibility is transferred by the worker to the group. The group starts surging ahead; setting
its programs, moving constantly to its destination. The accent is now on ‘we’ and ‘us’. The
members get comfortable with each other, anxiety declines, leadership emerges, and members
start taking initiative and are ready to assume leadership roles and responsibilities. They may be
more forthcoming with their talents and more ready to take on challenging and complex
programs.

This is the most active phase of the group work process and spans over a major part of
the working life of the group. The group may now well be on its way to achieving its goals.
Planning and development of the program, its execution and monitoring are the defining features
of this stage.

Program Planning and Execution

Program is a series of activities based on the discovery of interests and needs of the
members and an important component of Social Group Work process; the way it is planned even
more important. It may range from art and craft to music, dance, social events to picnics
excursions. At this stage the program interests are likely to emerge from within the group. The
members who may be initially be at a loss from where to begin must now be encouraged to take
over. The members are stimulated to discover and use their own resources.

The program planning and development process by itself is an important tool in helping
the group to realize its potential “Program should evolve from simple to more complex, with
movement coming as a result of group growth in ability and readiness. Movement from initially
‘personal’ to ‘social’ or ‘community concerns’ should be an ultimate objective if our programs
are to have greater social significance” (Trecker, 1955, 162)

Task accomplishment
 “When the group begins to show signs of readiness to move ahead, the worker should
help the members realize their wishes for different and more demanding experiences. When
group members begin to express desires to correct inadequacies and improve their work, they
have reached an advanced point in their development. Programs that may have been self-
centered shift in emphasis to the larger agency and community concerns. Specialized interests
may be revealed, and there may be an interest in a variety of small group activities within the
larger group. Here the worker is called upon to use his knowledge of agency and community
resources. His role becomes that of an interpreter to the group, especially in regard to future
possibilities. Evaluation occupies a larger share of time as the group becomes confident of its
capacities” (Trecker, 1955)

As the group strives to accomplish its goals and related tasks, it may face many barriers
which may obstruct change. Besides members’ own anxieties and fears, there may be
dysfunctional behaviours or dysfunctional processes within the group that may impede progress
and pose barriers to goal accomplishment. Non-availability or restrictive access to resources or
services may require the group worker to assume the role of a mediator or advocate.

Monitoring Progress

The group worker at this stage steps down and allows the group to take over. However
s/he needs to constantly monitor and keep a track of the ways the program is being conducted.
As work towards the group goals gathers momentum it is important to monitor the progress on a
regular basis. The program can be monitored on the basis of specific indicators such as
interaction patterns, self improvement, emotional integration with the group, leadership and
communication skills etc. Based on the information gathered, programs can be modified and
consolidated. If an intervention or program is not producing the desired effect, the worker after
analyzing reasons can negotiate a different approach or strategy

Ending Stage:

Evaluation
After the action phase is over, the group should be ready to evaluate the outcome of its efforts in
a free, frank and objective manner. “Evaluation is that part of Social Group Work in which the
worker attempts to measure the quality of a group’s experience in relation to the objectives and
functions of the agency. Evaluation may centre upon individual growth, program content or
worker performance because all these aspects tend to influence the general achievement of the
group.”(Trecker, 1955)

Evaluation is continuously done during the group work process, but, after the group
activities are over, before the termination phase; a comprehensive assessment of the entire
experience is a must. This helps in improving subsequent group work experiences on the basis of
the lessons learnt; a guide to future. If you recall, during the exploration phase a profile of the
members was prepared; at this stage a comprehensive summary report of each member and
group as a whole, reflecting the individual and overall level of development and achievements is
to be prepared. The overall purpose and objectives of the experience should not be lost sight of
while making this assessment.

Imperatives of Evaluation

Evaluation helps the agency and worker to reorganize their practice and modify their objectives
in the light of the outcome findings of evaluation. To make the process of evaluation a positive
and conclusive exercise and in order to make an unbiased, objective evaluation it is imperative
that there exist certain predetermined indicators on the basis of which the assessment can be
done.

Indicators

To determine these indicators the following aspects may be taken into consideration, namely:

1) Individual growth

From the members’ perspective, evaluation presents an opportunity to find out the outcome of
their actions from the beginning to the end of the process. It aids the process of development and
helps in assessing some of the following aspects:

 The level of growth in each member in terms of confidence, decision making, etc.
  The extent of the use of the opportunities provided to the members for the expression of
their creativity and talents
 The level of their participation and involvement in the group programs
 The development of ‘we feeling’ and a sense of belonging
 Resolution of disabling conflicts and development of capacity to foster cooperation and
sharing
 Development of a social consciousness and the ability to take up responsibility and
leadership in the community.
 Enhancement of communication, organizational and interaction skills
2) Worker performance

Evaluation presents to the group worker a mirror of his/ her professional competence or
incompetence as the case may be. The worker can be evaluated along the following points:

 Ability to identify indicators for judging the growth and development of the group
 Effectiveness in planning and conducting the group sessions
 Extent of success in helping the group achieve its objectives and goals
 Mistakes and shortcomings
 Ability to use professional knowledge and skills.

Explain the Principles of Social Group Work?

Principles of Social Group Work

Douglus &Tom has mentioned 14 Principles of Social Group Work

1 Recognition and subsequent action in relation to the unique difference of each

individual
2 Recognition and subsequent action in relation to the wide variety of groups as groups
3 Genuine acceptance of each individual with his unique strengths and weaknesses
4 Establishment of a purposeful relationship between group worker and group member
5 Encouragement and enabling of help and co-operative relationships between
 members
6 Appropriate modification of group process
7 Encouragement of each member to participate according to the stage of his capacity
and enabling him to become more capable
8 Enabling members to involve themselves in the process of problem solving
9 Enabling group members to experience increasingly satisfactory forms of working
through conflicts
10 Provision of opportunities for new and differing experience in relationship and
accomplishments
11 Judicious use of limitations related to the diagnostic assessment of each individual
and the total situation
12 Purposeful and differential use of programme according to diagnostic evaluation of
individual members, group purpose and appropriate goals
13 Ongoing evaluation of individual and group progress
14 Warm human and disciplined use of self on the part of the group worker

Trecker’s 10 Principles of Social Group Work

1. The Principle of Planned Group Formation

Group is the basic unit through which the service is provided to the individual,
consequently, the agency and the worker responsible for the formation of group or the
acceptance into the agency of already formed groups must be aware of the factors inherent
in the group situation that make the given group a positive potential for individual growth
and for meeting recognizable needs

2. The Principle of Specific Objectives

Specific objectives for individual as well as group development must be consciously
formulated by the worker in harmony with group wishes and capacities and in keeping
with agency function
 3. The Principle of Purposeful Worker Group Relationship
A consciously purposeful relationship must be established between the worker and the
group members based on the worker‘s acceptance of the group members as they are and
upon the groups willingness to accept help from the worker because of the confidence the
members have in him and in the agency

4. The Principle of Continuous Individualization

In group work it is recognized that groups are different and that individuals utilize group
experience in a variety of ways to meet their differing needs; consequently, continuous
individualization must be practised by the worker. Groups and individuals in the group
must be understood as developing and changing.

5. The Principle of Guided Group Interaction

In group work the primary source of energy which propels the group and influences the
individuals to change are the interaction and reciprocal responses of the members. The
group worker influence this interaction by the type and the quality of participation

6. The Principle of Democratic Group Self Determination

In group work the group must be helped to make its own decisions and determine its own
activities, taking the maximum amount of responsibility in line with the capacity and
ability. The primary source of control over the group is the group itself

7. The Principle of Flexible Functional Organization

In group work, the group worker guides the group by setting up an organization to meet the
group needs. The organization thus established should be understood by the group
members, should be flexible and encouraged only if it meets the felt need of the members.
The organization should be adaptive and should change as the group changes.

8. The Principle of Progressive Programme Experiences

In social group work, the program experiences in which the group engages should begin at
the level of the member interest, need, experience and competence and should progress in
relation to the developing capacity of the group.
9. The Principle of Resource Utilization
In social group work, the total environment of the agency and the community possess
resources which should be utilized to enrich the content of group experience for
individuals and for the group as a whole.

10. The Principle of Evaluation

In social group work, continuous evaluation of process and programmes in terms of
outcomes is essential. Worker, group and agency share in this procedure as a means of
guaranteeing this greatest possible self fulfillment.

Discuss on the Group Process?

Group Process:

Group bond:

It refers to ‘group cohesiveness’ or ‘sense of belonging’. It is the force bringing group

members closer. Group bond may be emotional or task-related. ‘Emotional bond’ derives from
the connection that members feel to other group members and ‘task-related bond’ refers to the
degree to which group members share group goals and work together to meet these goals. The
effectiveness of a group can be understood through group bond. The main factors that influence
group bond are: members’ similarity, group size, entry difficulty, group success, and external
competition and threats. Thus, group bond is a powerful aspect of group dynamics.

Acceptance or rejection:
 A group worker must know every individual group member’s relationship with other
group members or how much power each one has over the other i.e. whether he is accepted by
others or isolated. If a member is isolated, the group worker must know the meaning and causes
of isolation. It may be because the individual’s behaviour has offended the other members due to
variations in Socio-cultural background or personality differences. Sometimes the situation is
worse than the isolation i.e. the individual is rejected by the group and exposed to open hostility.
Thus the questions of isolation or rejection need to be addressed by the group worker by
handling interpersonal and intrapersonal issues in the group.

Isolation: (Individual support and maintenance)

Groups provide psychosocial support to the members who are undergoing stressful
situations. Groups are formed for individuals suffering from disability, caregivers of dementia
patients and students with learning difficulties.

Individual change:

i) Control of deviant tendencies in the individuals. For example, child abusers can be training to
exercise control over their behavior.

ii) Socialization of individuals to learn social skills for living in the community.

iii) Improvement in interpersonal relations

iv) Improvement in the economic area. For example, self help groups.

v) Develop better self concept and feelings. For example women in neighbourhood discussing
common problems

vi) Personal growth and development encounter group and T group.

Sub-groups:
 There is no group where all members come together to perform every task Formation of
sub groups are very natural and they emerge spontaneously. The group worker has to observe
whether these sub groups threaten the unity of the group or are friendly formations. He has to act
accordingly. It should be known that emotional acceptance of the inevitability and legitimacy of
sub groups is a pre requisite for good and skillful group work. A worker who works against the
sub groups, loses the whole group

(Konopka, 1963).

Scapegoat:

Scapegoating (from the verb "to scapegoat") is a recent coinage for the practice of
singling out any party for unmerited negative treatment or blame as a scapegoat. Scapegoating
may be conducted by individuals against individuals (e.g., "Jimmy did it, not me!"), individuals
against groups (e.g., "I failed because our school favors boys"), groups against individuals (e.g.,
"Jane was the reason our team didn't win"), and groups against groups (e.g., "Refugees are taking
all of the jobs").

A scapegoat may be a child, employee, peer, ethnic or religious group, or country.

A whipping boy or "fall guy" is a form of scapegoat.

Scapegoating as a group however, requires that in-group members settle on a specific

target to blame for their problems. Scapegoating is also more likely to appear when a group has
experienced difficult, prolonged negative experiences (as opposed to minor annoyances). When
negative conditions frustrate a group's attempts at successful acquisition of its most essential
needs (e.g., food, shelter), groups may develop a compelling, shared ideology that - when
combined with social and political pressures - may lead to the most extreme form of
scapegoating.

Scapegoating can also cause oppressed groups to lash out at other oppressed groups.
Even when injustices are committed against a minority group by the majority group, minorities
sometimes lash out against a different minority group in lieu of confronting the more powerful
majority
Group conflict: There exists no group without any conflict. Maturity of a group can be
understood by observing how a group resolves conflict. Normally conflict can be solved or
mitigated through withdrawal of one part of the group (giving up or running away or starting
another group), subjugation (powerful part forces others to follow their wish), majority rule
(major people decide action), minority consent (minority agrees with any option), compromise
(each party agrees to the limit set by them), and integration (conflicting opinions are discussed
and reworked for solution) [Konopka, 1963]. Integration is the most mature way of conflict
resolution (Friedlander, 1976). The worker, while performing the helping role in a group, should
have knowledge on ‘group conflict’ for better handling of the clash or arguments and decision-
making.

Conflict Control:

Conflict resolution skills are needed to smoothen out frictions within the group and also with
those outside the group – inclusive of social systems. There could be several grounds for
conflicts among the members. The group worker should facilitate the group to consider conflicts
as a factor nourishing the group’s development. Conflicts, if constructive and issue based, help
the group to get a clearer vision of its goals and discover individual strengths and weaknesses. It
is well known that conflicts are bound to happen; through efficient group facilitation, conflicts
could be minimized and antagonistic disagreements avoided.

Discuss on the leadership development and team building?

Group Leadership

Leadership is the capacity to motivate a group of individuals towards fulfilment of

group’s objectives. The capacity to motivate could derive from power that is both formal and
informal for formal and informal influence is important in leadership. It is widely accepted that
leadership can transpire from within a group as well as by formal appointment to lead a group. In
social group work, one finds and encourages emergence of leaders from within the group. Some
kind of leadership is present in every group, though it is not definite whether the group is aware
of this fact. It is also observed that the type of leadership has an effect on the group. Depending
on the objectives, nature, size and composition of the group, leadership needs to evolve.

Factors Influencing Group Leadership:

A group leader has to shoulder many responsibilities and facilitate the group in task
accomplishments. Many a times he needs to face challenges and has to exhibit qualities that
inspire the group. The vital factors influencing leadership are given below:

Acknowledging the Importance of the Leadership Role:

The leader has to possess a strong conviction and definiteness about the vitality of the
role assigned or volunteered for. Being apprehensive about the usefulness of group and its
objective would make leadership a burden.

Group Spokesperson

The group leader is a spokesperson for the group – both within and outside the group.
She is the group representative and has to possess good knowledge of the group – its purpose,
composition, size, history, past and current activities. Therefore the leader should determine what
the group is trying to achieve, its progress inclusive of pace and path of progress and the ability
to enlighten the group members and the outsiders about the group’s purpose whenever the need
arises.

Leadership Functions:

1. Setting Goals: A leader is expected to perform creative function of laying out goals
and policies to persuade the subordinates to work with zeal and confidence.

2. Organizing: The second function of a leader is to create and shape the organization on
scientific lines by assigning roles appropriate to individual abilities with the view to make its
various components to operate sensitively towards the achievement of enterprise goals.
 3. Initiating Action: The next function of a leader is to take the initiative in all matters of
interest to the group. He should not depend upon others for decision and judgment. He should
float new ideas and his decisions should reflect original thinking.

4. Co-Ordination: A leader has to reconcile the interests of the individual members of

the group with that of the organization. He has to ensure voluntary co-operation from the group
in realizing the common objectives.

5. Direction and Motivation: It is the primary function of a leader to guide and direct
his group and motivate people to do their best in the achievement of desired goals, he should
build up confidence and zeal in the work group.

6. Link between Management and Workers: A leader works as a necessary link

between the management and the workers. He interprets the policies and programmes of the
management to his subordinates and represents the subordinates’ interests before the
management. He can prove effective only when he can act as the true guardian of the interests of
his subordinates.

Definition of Team:

A team may be defined as a group of two or more people who interact and influence the
members for the achievement of common goal.

Steven and Mary Ann Von have defined team as groups of two or more people who interact and
influence each other, are mutually accountable for achieving common objectives, and perceive
themselves as a social entity within an organisation. Based on this definition, the characteristics
of the teams may be elaborated as under :

• a group of two or more persons

• regular interactions among members

• influence the behaviour of team members

• mutually accountable
• interdependent

• social entity

• achievement of common goal

Team Buiding:

Team building refers to shaping of the team for smooth functioning.

Steven and Mary Ann Von have defined team building as any formal intervention directed
toward improving the development and functioning of a work team. Thus, the process of team
building aims at enhancing the effectiveness of a team.

Pareek Udai has suggested following approaches for team building.

The Johari Window Approach : This approach aims at helping members to express their
feelings, opinions reactions and accept feedback from team members. This enhances their
sensitivity towards the team members.

The Role Negotiation Approach : This approach focuses on understanding the expectations of
the team members and accommodating their behaviour according to the expectations. This
enhances the collaborative effort of the team members.

The Team Roles Approach : This approach advocates that there are certain roles which each
team members are expected to perform. Belbin has identified eight roles. They are :
Chairman/coordinator, shaper, plant, monitor/evaluator, company worker, resource investigator,
team worker and completer/finisher. Smooth performance of these roles brings harmony in the
effort of the team members.

The Behaviour Modification Approach : This approach focuses on examining members

behavior towards the team. The individual member evaluates his/her own behaviour and finds
out the most suitable behaviour. Now he/she adopts the most suitable behaviour for the
performance of the team.
The Simulation Approach : In this approach an artificial team is formed where members
interact, discuss, deliberate and learn from other members behaviour. In this situation, the team
members learn the most effective way of dealing with the challenges and meet the requirements
and the expectations of the team members.

The Action Research Approach : In this approach, the whole range of behaviour is analysed
and evaluated. The researcher interacts with the team members and evaluates their behaviour.
The effort is made to find out most suitable behaviour of the team members.

The Appreciative Inquiry Approach : This approach focuses on the identification of positive
qualities in the team members. The effort is made to channelise these positive qualities towards
the achievements of the team goal.

Discuss on the Factors of Group Formation?

Factors for Group Formation:

The people often join groups since the groups give the members stability and enhance their
achievement capacity. The main reasons to join a group are:

1. Have a sense of security: The group enables the person to reduce a sense of insecurity and
have stronger feeling with few self-doubts and more resistant to threats when they are a part of
the group.

2. Have a status: The persons in a group can be easily recognized and a status is achieved by
them.

3. Develop Self-esteem: The groups can help a person develop a sense of “to – belong”. This
provides with feelings of self- worth and develops confidence in its members.

4. Affiliation: The groups can fulfill social needs. People enjoy the regular interaction that
comes with the group membership.
5. Power: The power is derived on the strength of closeness of the group members with greater
power achieved when in group then if a person is alone or individually.

6. Goal achievement: The goal can be achieved more easily when a group effort is present as
“United we stand, divided we fall”. The pool of talents, knowledge or power of doing things and
management for job – accomplishment is present when individuals act in groups.

Stages of Group Formation:

The standard sequence in the formation of the group as gained from the mid 1960 , is the 5 stages
as:

1. Forming: This is characterized by the great deal of uncertainty about groups purpose ,
structure and the leadership . Members are testing waters to determine th type of action needed
or behavior required .The stage is completed when the members have begun to think that they
are the parts of the group.

2. Storming: The members accept the existence of the group but they are still resisting the
constraints the group poses on them. There is conflict as to who will control the group. When
this stage completes there does a relatively clear hierarchy of leadership exist in the group.

3. Norming: This is the one in which there is close relationship between the members and the
group demonstrates cohesiveness. There is sense of group identify and this stage is complete
when the group structure solidifies and the group has assimilated a common set of expectations
defining the behavior.

4. Performing: The structure at this point is fully functional and accepted. The group energy is
has moved from getting to know and understand each other to performing a task at hand. For
permanent work groups this is the last stage. But for the temporary committees, teams, task
forces, and similar groups the adjourning stage is the last.

5. Adjourning: The groups prepare to disband. The high task performance is no longer the
required goal. The attention is towards the wrapping up of the activities and responses of the
group members .The responses of group members vary in this stage. Some are upbeat, basking in
the groups’ accomplishment. Some are depressed over the loss of colleagues and friends made
during the course.