Ppt chcgroup403 d working with groups v 22.3.13

Module Three: Working with Groups
CHCGROUP403D
PlanandConduct GroupActivities
(c) Copyright CTA CHCGROUP403D, MODULE 3 Version 1 Date: 07/12/2012

Groups
Discussion: Why do people form groups?
2 (c) Copyright CTA CHCGROUP403D, MODULE 3 Version 1 Date: 07/12/2012

Dynamics of Groups
What do we mean by group dynamics?
• The atmosphere of a group
• The actions of a group
• The personality type of a group/influenced by the
dominant group within the group
• Ages/attitudes/beliefs/cultures
• Purpose of a group

Structure of Groups
• Formal or informal
• Structured
• Semi structured
• Unstructured
• What happens in each of these types of
groups?
• If someone calls a meeting but doesn’t have
an agenda what kind of meeting would this
be?

Formal Groups
• organisation/agenda in place
• clear roles for each group member
• time frame
• refreshments
• minutes taking/secretary
• distributing minutes
• documented procedure according to
organisational policy
• checking on actions and feedback loop

Formal Meetings
• Formal meetings are typical of the
management of a community service
organisation which is a little larger in size
• Particularly government departments and not
for profit organisations work with this kind of
a meeting format
• These organisations have a high degree of
accountability

Informal Groups
• Group norms established
• Encourage brainstorming
• Activities which help the group bond like
icebreakers
• Refreshments
• Positive feedback
• Equal inclusion of all members
• Ownership of action by all
• Loose time frames/useful ones

Group Leadership
Kurt Lewin's Leadership styles
Kurt Lewin and colleagues identified four
leadership styles
• Dictator
• Autocratic
• Participative
• Laissez Faire

Dictator Leaders
• A leader who uses fear and threats to get the
job done. Dictator leadership has similarities
with a leader who uses an autocratic style of
leadership, as this style of leader also makes
all the decisions

Autocratic or Authoritarian Leaders
• Under the autocratic leadership styles, all
decision-making powers are centralised in the
leader, as mentioned previously such leaders are
dictators
• They do not entertain any suggestions or
initiatives from subordinates. The autocratic
management has been successful as it provides
strong motivation to the manager. It permits
quick decision-making as only one person
decides for the whole group, and keeps it to
themselves until they feel it is needed by the rest
of the group.
• An autocratic leader does not trust anybody

Participative or Democratic Leaders
• The democratic leadership style favours
decision-making by the group, so a leader
would give instruction after consulting the
group
• They can win the cooperation of the group
and can motivate members effectively and
positively.
• The decisions of the democratic leader are not
unilateral, as with the autocrat, because they
arise from consultation and participation from
the group members.

Laissez Faire or Free Rein Leaders
• A free rein leader does not lead, but leaves the
group entirely to itself; such a leader allows
maximum freedom to the group
• They are given a freehand in deciding their
own policies and methods. Free rein
leadership style is considered better than the
authoritarian style, however it may be
considered not as effective as the democratic
style

Group Leadership cont.
The type of leadership styles that organisations have
and individuals may demonstrate vary
• The authoritarian leadership style, for example, is
approved in periods of crisis but fails to win the
"hearts and minds" of their followers in the day-to-
day management.
• The democratic leadership style can be effective in
situations that require consensus building; and finally,
• The laissez faire leadership style is appreciated by
the degree of freedom it provides, but as the leader
does not "take charge" they can be perceived as a
failure in protracted or thorny organisational
problems

Effective Communication Strategies
What constitutes effective communication in a
group setting?
Ability to listen
Allowing others to speak and express their opinions
Drawing out other people to help them express
themselves
Keeping to the point
Involving all group participants on an equal level
Non-offensive language
Style of speech
Respectful attitudes

Organisational Communication
• Staff meetings
• Emails
• Memos
• Notice boards
• Intranet
• Log book/day books
• Informal discussions
• Hand over information

Organisation and Community
Resources
• Groups are dependent on the organisation and
community resources
• In the largest sense unless a community has
transport, people may not be able to get
together at all
• Group success may be dependent on materials
for example for art therapy would need
painting equipment, paper and pen,
computers, appropriate venue

Stages of Group Development
Bruce W. Tuckman proposed a theory of group
development known as:
1. Forming – formation of the group, getting together
2. Storming – brainstorming ideas
3. Norming – normalising processes and tasks
4. Performing – putting it into action
5. Adjourning/mourning – closure of group

Supporting Group Activities
• How would you support activities for both
formal and informal groups?
• What might you need?

Ppt chcgroup403 d working with groups v 22.3.13

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