Current Day T-Group Training and Research
In this decade alone, tens of thousands of managers have attended at least one series of human relations training (better known as T-Group training), which is based on social-psychological principles (Harrow et al., 1971). Kurt Lewin developed the T-Group model in 1947 while working at the National Training Laboratories in Bethel, Maine (Weis et al., 2009). Lewin’s T-Group model has proven to be an exceptional approach for training in interpersonal and group dynamics, emotional intelligence, and personal development (Kass et al., 1989, Weis et al., 2009).
A T-Group usually consists of six to eight members of upper and/or middle level managers who often meet off site to explore and evaluate their
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The non-structured approach allows open and fluent communication by participants to select the topics of discussion and set goal attainment procedures. Some of the goals of a typical T-Group are; (1) to increase awareness of your feelings in the present, (2) to increase awareness of how your behavior impacts others, (3) to enhance feedback skills, (4) to enhance conflict management skills, (5) to increase awareness of other’s feelings, (6) to critique your interpersonal communication skills, (7) to learn to make authentic conscious choices, (8) to gain knowledge and practice skills in group dynamics and team development. . . (Weis et al, 2009). Theoretical goals of T-Group training vary but their main focus is on freeing inhibitions of prior social interactions to allow participants to become more sensitive to their self and others while developing greater interpersonal competence (Harrow et al., …show more content…
Thus, if we visualize how uncomfortable it must be to set in a circle with half a dozen participants with a trainer and/or team of observers analyzing your every word and gesture. And then take into account that the group is restricted to focus all discussion in the here-and-now without any given agenda, in the presence of a trainer ready to interfere if anyone strays from the rules. The author agrees that this format sounds like a situation ensured to promote participant frustration, anger, and resistance. Appropriately, a large portion of this resistance is a result of performance anxiety. The majority of attendees are professionals who are used to mastering the necessary skills for success (Weis et al., 2009). But, the ability to interact naturally and genuinely in the present moment without an agenda is not an easily mastered skill and they become frustrated and angry with the format and the trainer (Weis et al.,
Since I am an introvert, I cannot use the avoidance as it relies on punishment but I can use approach which utilizes reward to get a response. By using reward and by being fair I can increase the status and probability and make the members more active. The non-violent communication process also helped me in increasing my observational skills. It helped me realize the significance of what I feel and what I needed. Through these methods, my Intuitive, Thinking and Judgmental aspects were heightened. I increased my communicational skills. I am better leader than
An effective team typically develops through several stages. Tuckman and Jensen developed a model for how teams should develop that includes five stages: forming, storming, norming, performing and adjourning (as cited in Martin ,2006 and Fulk, Bell,& Bodie ,2011). In forming, the first stage in team development, team members are introduced to the team’s purpose and goals(Martin, 2006 ; Fulk et al. ,2011). Fulk et al. (2011) explain that members are usually motivated and excited about working together to accomplish the specific goal, but they point out that interactions among team members can be affected by uncertainty about purpose, anxiety, mistrust ,and reluctance to share ideas and opinions. Nevertheless, despite such uncertainties, team members usually avoid conflict and move on to the next stage, storming(Fulk et al.,2011). Unlike the forming stage, the storming stage is marked by conflict (Martin...
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From the beginning, where we were unfamiliar with each other and became a team, my team and I had started to learn each other name and getting to know each other. Throughout each meeting, we slowly start to feel more comfortable and open minded with each other. Not only are we getting familiar with each other, each meeting that was held we progress of becoming an effective team member, we learn our strengths and weaknesses of everyone. During the meetings, we learn many concepts from the textbook, “Communicating in Small Groups: Principles and Practices” by Steven A. Beebe and John T. Masterson. We were able to learn different types of concept in the textbook and utilized it as a team to complete certain tasks. The three concepts that impacted my team and I are human
Toseland, R.W. & Rivas, R.F. (2005). An Introduction to Group Work Practice, 5/e. Chapter 3. Understanding Group Dynamics. Retrieved from http://centreofthepsyclone.files.wordpress.com/2011/10/group-work-practice.pdf
Recommendation #1: In chapter 8 on pages 225 and 226 we learned about Interpersonal Relations. Within interpersonal relations there is Workplace Incivility, which is rudeness, lack of regard for one another, and the violation of workplace norms for mutual respect. With the arrival of new personnel the current status and balance of power is subject to a reshuffle and existing members feel threatened. The relationships among groups and team members are often influences on how employees react to other stressors. A Team Leader or Manger must monitor all employees when a new edition becomes part of the team. It is the job of the leader/manger to ensure employees achieve personal and organizational goals, maintain open lines of communications, and discourage any form of office politics. Any incivility that negatively impacts individual and organizational performance must be identified and dealt with as to stop any further incidents. The leader/manager must exercise team empowerment assuring all members perceive themselves and others as being competent and able to accomplish work-related goals and experience a sense of importance. An effective team with open lines of communications and clear goals will not feel threatened by any additions to this team. Group and Team building sessions should be utilized quarterly to build a stronger
For this to occur however, requires an understanding of culture and society, as well as governance and process. In addition, I have also understood the power of strength based approach, how strength based therapy used in relationships an essential factor among group members. I view this class as the opportunity to practice how effectively work with groups and individuals to understand their own inherent power. Therefore, I learned the way of using a strengths-based approach; I can highlight the assets of group members, offering building blocks which can then lay the foundation of their social change. Furthermore, I understand change could be a mutual process, so in group therapy until group members became comfortable with each other to share their experiences giving them space and later help them to engage in along with group process. I also learn how to help in the facilitation of change, by asking open questions, validating, empathic and allowing them to feel what they are feeling, and empower them what they wants to do with their current
Effective communication encompasses many concepts. For a leader to be effective, one must be able to build relationships between different parties. In order to build a good rapport, one must be able to recognize the strengths and weaknesses of those involved, and within oneself. Acknowledging these differences will allow for a better collaboration between team members. A leader must also have the ability to put conflict resolution theories into practice. Allowing differing points of view may challenge the original idea and will make for a more thorough decision making process. Although this may seem counterproductive, it actually ensures the best possible outcome. One must be consistent in the message presented yet be flexible, approachable and maintain a positive attitude. Allowing for different perspectives to be heard will allow team members to feel valued. This flexibility helps to solidify the concept that everyone is in this together; thus establishing an environment where all team members can have a buy-in. Encouraging team members to voice opinions and give feedback produces an atmosphere of constructive give-and-take; a real t...
When first being introduced to a group, it can be quite stressful trying to figure out how you and your team members are going to function together. As with any group, there are a few milestones that need to be reached in order to ensure a functional and successful relationship. Specifically, groups need to go through Tuckman’s Group Development Stages. These stages consist of forming, storming, norming, performing, and in some scenarios, a final stage of adjourning may be reached. After participating in this assignment, we as a group were easily able to identify, and analyze, each stage of our development.
This report will examine how group is being structured, on communication barriers among group members and the use of technology tools to conduct group assignment. The information of this report is based on firsthand experience and theories being applied to support the arguments.