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Assignment: Group Processes
Assignment: Group Processes
In a 2- to 3-page paper not including cover and reference page, address the following:
Explain the group’s processes and stage of formation.
Explain curative factors that occurred in the group. Include how these factors might impact client progress.
Explain intragroup conflict that occurred and recommend strategies for managing the conflict. Support your recommendations with evidence-based literature.
The Top 5 Methods for Resolving Conflicts
1. Don’t Ignore Disputes
If you loathe dealing with disagreement, it may be tempting to bury your head in the sand and hope that it would go away on its own.
While this can happen on occasion, the truth is that the vast majority of the time, it will simply make matters worse.
Ignored arguments tend to fester over time and resurface at inconvenient times, so do your team a favor and address conflicts as soon as they arise, nipping a potentially toxic situation in the bud.
2. Determine the nature of the problem
It’s critical to obtain all the information if you’re dealing with a quarrel between two members of your team.
Sit down with each person involved and figure out what the problem is.
What is each person’s perspective on the situation?
What requirements aren’t being met?
What does each party consider to be a suitable solution?
Assist all parties in understanding that you are serving as an impartial mediator, and assure them that they can disclose sensitive information with you.
3. Bring all parties involved together to talk
After you’ve had a chance to speak with each of the parties separately, convene a meeting for them to work out their disagreements in a neutral setting.
This is a time for brainstorming, active listening, and being open to diverse points of view; the goal is to reach a common understanding of the problem, the role each person plays in the conflict, and some potential solutions.
4. Come up with a solution
It’s time to figure out what a good settlement may be – and how to get there – when all parties have had a chance to talk about the situation.
By this step, both sides should have a good understanding of the other’s point of view, and the problem can typically be resolved simply via facilitated, open dialogue.
If the matter requires further settlement, you must intervene and assist them in negotiating a reasonable solution.
This phase might take some time and effort because it needs both partners to put their differences and preferences aside and strive toward a common goal (which may involve not getting everything they want out of the situation).
Then, with both people’s help, create a concrete list of steps that will lead to the solution’s realization.
5. Keep an eye on the situation and keep track of what’s going on.
Just because a problem has been discovered and addressed does not mean that it will go away on its own.
It is your obligation as a manager to check in with both parties to confirm that the disagreement has been resolved and that the measures to seek a resolution have been followed.
If everything appears to be going well, remember to take a break and watch from time to time to see if things are actually going well or if there are any lingering tensions that need to be addressed.
If it’s evident that the solution didn’t work or wasn’t the best option for the circumstance, be proactive in working with both parties to reset expectations, find other solutions, and keep the conversation going in order to foster a pleasant and healthy work environment.
American Nurses Association. (2014). Psychiatric-mental health nursing: Scope and standards of practice (2nd ed.). Washington, DC: Author.
· Standard 5G “Therapeutic Relationship and Counseling” (page 62)
Yalom, I. D., & Leszcz, M. (2005). The theory and practice of group psychotherapy (5th ed.). New York, NY: Basic Books.
The Theory and Practice of Group Psychotherapy, 5th Edition by Yalom, Irvin D.; Leszcz, Molyn. Copyright 2005 by Hachette Books Group. Reprinted by permission of Hachette Books Group via the Copyright Clearance Center.
Chapter 5, “The Therapist: Basic Tasks” (pp. 117–140)
Chapter 8, “The Selection of Clients” (pp. 231–258)
Chapter 9, “The Composition of Therapy Groups” (pp. 259–280)
Crane-Okada, R. (2012). The concept of presence in group psychotherapy: An operational definition. Perspectives in Psychiatric Care, 48(3), 156–164. doi:10.1111/j.1744-6163.2011.00320.x
Lerner, M. D., McLeod, B. D., & Mikami, A. Y. (2013). Preliminary evaluation of an observational measure of group cohesion for group psychotherapy. Journal of Clinical Psychology, 69(3), 191–208. doi:10.1002/jclp.21933
Nicholson, R. (2002). The dilemma of psychotherapy notes and HIPAA. Journal of AHIMA, 73(2), 38–39. Retrieved from http://library.ahima.org/doc?oid=58162#.V5J0__krLZ4http://library.ahima.org/doc?oid=58162#.V5J0__krLZ4
U.S. Department of Health & Human Services. (n.d.). HIPAA privacy rule and sharing information related to mental health. Retrieved March 18, 2017, from http://www.hhs.gov/hipaa/for-professionals/special-topics/mental-health/
Psychotherapy.net (Producer). (2011a). Group therapy: A live demonstration. [Video file]. Mill Valley, CA: Author.
American Counseling Association (Producer). (2015). Leading counseling groups with adults: A demonstration of the art of engagement. [Video file]. Alexandria, VA: Author.
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