The groups I attended were well organized. There is a rule however that was constantly broken in each of the group sessions I attended. The rule is called cross-talk and when a member is sharing their story or whatever it is they decided to participate to the group, the other members are supposed to be in complete silence. Each member is given between three to five minutes to speak as they please with no interruptions. However, members were often interrupted in meetings. It seemed as if many of these interruptions may have been caused by newcomers who were not used to the format. Yet in each case, if the disruption was too disruptive to the group then the leader would moderate and redirect the group to the speaker's attention.
Even if the distractions were not so prominent, they were still present. People would nod their heads in agreement or mutter some kind of message under their breadth. However, just gestures did not really cause much of a disruption for the speaker and in many cases it actually helped them to feel more comfortable. In both AA groups that I attended the meetings flowed smoothly from the different steps of the meeting. The NA meetings did not run quite as smoothly however.
Some of the members of the NA meeting...
Group dynamics: Working as a nurse-Midwife Working as a midwife requires me to function as a member of a team, not simply an individual nurse. The midwife must coordinate her advice with other components of the patient's obstetric treatment team. The midwife must also work well with the patient's family. Groups are often said to be either task-oriented or person-oriented (Group Dynamics 1 PowerPoint, Slide 8). In the case of the
The internal processes become more efficient because barriers in personal communication are broken down once the group is working towards the common purpose. Increasing cohesiveness in the group requires leadership that orients the objectives of group members more strongly towards the common purpose. This can be done a number of ways, including through individual and group task structure, the fostering of a common culture, the establishment of smooth communication
Leadership In considering leadership, Curtis (1995) suggests a number of optimal characteristics that are desirable in any group setup, whether formal or informal. An effective leader has certain responsibilities and concomitant traits that are important in performing his or her duties. Responsibilities for example include honesty, establishing trust, being a role model, adaptability, decision-making, motivation, and being sensitive to the needs of other group members. In leading a group, meeting these
The social worker in group therapy has a responsibility to avoid personal bias and to enable others in the group to do the same and rather than being put off by differences among group members to respect and embrace those differences. Bibliography Context, Engagement, Assessment, Intervention, Evaluation: The Heart of Social Work Practice -- Chapter 8, The Social Group Work Process. (2011) School of Social Work, Texas State University -- San
Leader-Member Exchange Theory: Another Perspective on the Leadership Process. International Journal of Management, Business, and Administration, 1-5. The LMX theory might be interesting to look into. The basic idea behind the leader-member exchange (LMX) theory is that leaders form two groups, an in-group and an out-group, of followers. Naor, M., Linderman, K., & Schroeder, R. (2010). The globalization of operations in Eastern and Western countries: Unpacking the relationship between national and
This can be a challenging process and it is not always apparent what is the norm and what is offensive in some cultures. Furthermore, the counselor will also have to ensure that the group respects the diversity that it has within it and therefore there may have to be an educational component to teach the group what will and will not be tolerated in regards to diversity. Conclusion Ethics are a
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