Group work

Definitions;

(H.B.Trecker -1955)

Social Group Work is a method through which individuals in groups and in agency settings are helped by a worker who
guides their interaction in programme activities so that they may relate themselves to others and experience growth
opportunities in accordance with their needs and capacities to the end of the individual, group and community
development

(Konapka -1963)

Social Group Work is a method of social work which helps individuals to enhance their social functioning through
purposeful group experiences and to cope more effectively with their personal, group or community problems .

(H.Y.Siddiqui -2008)

Social Group Work will refer to working with a small group (members ranging from 7-10) to a medium size group
(members ranging from 10-20) for a variety of purposes beginning from recreation to behaviour modification on the
one hand and accomplishing tasks including social change and development on the other, with a variety of clients
ranging from children to elderly. The worker makes use of the expertise in human relationships to help these groups to
achieve the group goals in a participatory manner while paying adequate attention to individual needs and social
norms .

Group work ecology

1; individualization

2: agency policies

3: workers skills and knowledge

4: social norms
Phase I: Planning and Formation of the Group

The social group worker representing an agency providing services such as residential care, day-care and community
work may come across situations where the services of the agency are effectively utilised by the client system
through a group experience. The needs may even be identified by the other staff or client system itself. Once the
worker identifies the need for formation of social work group, he/she starts planning for the formation of the group.
For this the worker has to answer some questions with his/her professional background very carefully and
systematically. These questions are:

Why is the group? Here, the worker has to look at the need for forming the group. The purpose and goals it can attain
have to be conceptualised and defined.

For whom the group is being formed? Here, the task is to work out type of members the group addresses to. The
eligibility criteria to enroll a member.

How many? This looks at the number of members the group consists of. Should have large number or small number
of members.

2-Formulating Group’s Purpose: Here the worker has to be clear in his mind as to why the group is being conceived
and what it is addressing itself to. The purpose has to be expressed in a well defined statement/s. It shall not be
confusing and shall not give any scope for suspecting its genuineness as to group’s broad aim of helping the potential
needy members. Therefore, it shall be formulated in simple statements. It shall provide answers to the potential
members as to what to expect and to what extent their participating in the group is beneficial. A well-defined
statement of the purpose also takes care of unnecessary members to join the group. It also enables the agency that the
formation of the group is within the confines of the agency’s areas of operations and is not against its interests and
services. It also enable the sponsors

Social Work Intervention with Individuals and Groups and other resource agencies what to expect from the group.

Let us see some examples of the statements of the purpose:

--- Group is to create platform for the parents of the drug addicted college-going youth to share their problems and
develop the skills to manage their wards.

--- Group is to enable the women in the community to make productive use of their leisure time.

--- Group is formed to chalk out tasks to be accomplished by the heads of the departments for the forthcoming
financial year.

--- The purpose of the group may subject to some modifications to suit the changing demands during the course of the
group meetings with the agreement of all the concerned parties to the group.

tuckman's forming storming norming performing four-stage model

The progression is:

1. forming
2. storming
3. norming
4. performing
5. Adjourning
Here are the features of each phase:

1-forming
High dependence on leader for guidance and direction. Little agreement on team aims other than received from leader.
Individual roles and responsibilities are unclear. Leader must be prepared to answer lots of questions about the team's
purpose, objectives and external relationships. Processes are often ignored. Members test tolerance of system and
leader. Leader directs (similar to Situational Leadership® 'Telling' mode).

2-storming
Decisions don't come easily within group. Team members vie for position as they attempt to establish themselves in
relation to other team members and the leader, who might receive challenges from team members. Clarity of purpose
increases but plenty of uncertainties persist. Cliques and factions form and there may be power struggles. The team
needs to be focused on its goals to avoid becoming distracted by relationships and emotional issues. Compromises may
be required to enable progress.

3-norming
Agreement and consensus largely forms among the team, who respond well to facilitation by leader. Roles and
responsibilities are clear and accepted. Big decisions are made by group agreement. Smaller decisions may be
delegated to individuals or small teams within group. Commitment and unity is strong. The team may engage in fun
and social activities. The team discusses and develops its processes and working style. There is general respect for the
leader and some of leadership is more shared by the team. Leader facilitates and enables (similar to the Situational
Leadership® 'Participating' mode).

4-performing
The team is more strategically aware; the team knows clearly why it is doing what it is doing. The team has a shared
vision and is able to stand on its own feet with no interference or participation from the leader. There is a focus on
over-achieving goals, and the team makes most of the decisions against criteria agreed with the leader. The team has a
high degree of autonomy. Disagreements occur but now they are resolved within the team positively, and necessary
changes to processes and structure are made by the team. The team is able to work towards achieving the goal, and also
to attend to relationship, style and process issues along the way. Team members look after each other. The team
requires delegated tasks and projects from the leader. The team does not need to be instructed or assisted. Team
members might ask for assistance from the leader with personal and interpersonal development. Leader delegates and
oversees (similar to the Situational Leadership® 'Delegating' mode).
Bruce Tuckman refined his theory around 1975 and added a fifth stage to the Forming Storming Norming Performing
model - he called it Adjourning, which is also referred to as Deforming and Mourning. Adjourning is arguably more of
an adjunct to the original four stage model rather than an extension - it views the group from a perspective beyond the
purpose of the first four stages. The Adjourning phase is certainly very relevant to the people in the group and their
well-being, but not to the main task of managing and developing a team, which is clearly central to the original four
stages.

5-adjourning
Tuckman's fifth stage, Adjourning, is the break-up of the group, hopefully when the task is completed successfully, its
purpose fulfilled; everyone can move on to new things, feeling good about what's been achieved. From an
organizational perspective, recognition of and sensitivity to people's vulnerabilities in Tuckman's fifth stage is helpful,
particularly if members of the group have been closely bonded and feel a sense of insecurity or threat from this change.
Feelings of insecurity would be natural for people with high 'steadiness' attributes (as regards the 'four temperaments' or
DISC model) and with strong routine and empathy style.
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.