Preface
Chapter 1: Group Dynamics
Basic Concepts to Be Covered in This Chapter
Group Dynamics and Me
What Is a Group?
The Importance of Groups
Group Structure
Creating Productive Groups
How to Create an Effective Group
The Development of Groups Over Time
The Field of Group Dynamics
The Nature of This Book and How to Use It
Summary
Chapter 2: Group Goals, Social Interdependence, and Trust
Basic Concepts to Be Covered in This Chapter
Introduction
What Is a Goal?
START Goals
Clarity of Goals
Operational Goals
Group Goals and Level of Aspiration
Dealing with Hidden Agendas
Helping Groups Set Effective Goals
Group Goals and Social Interdependence Among Members
Outcomes of Social Interdependence
Effort to Achieve and Produce
Reciprocal Relationships Among the Three Outcomes
Mediating Variables: The Basic Elements of Cooperation 1
The Stability of Cooperation
Goal Structures and the Allocation of Benefits
Among Group Members
Mixed-Motive Situations
Developing and Maintaining Trust
Summary
Chapter 3: Communication Within Groups
Basic Concepts to Be Covered in This Chapter
Introduction and Definitions
Group Communication
Sending and Receiving Messages
Communication in a Problem-Solving Group
Interaction Analysis
Communication Networks
Communication Patterns in an Authority Hierarchy
Influences on Effectiveness of Group Communication
Effects of Cooperation and Competition on Communication
Physical Influences on Communication
Seating Arrangements
Humor
Summary
Chapter 4: Experiential Learning
Basic Concepts to Be Covered in This Chapter
Procedural Learning
Action Theories
Gaining Expertise Through Experiential Learning
Experiential Learning and Motivation
Learning Group Skills
Role Playing
Learning How to Be a Participant—Observer
Conducting Skill-Training Exercises
Ethics of Experiential Learning
Summary
Chapter 5: Leadership
Basic Concepts to Be Covered in This Chapter
What Is Leadership?
Trait Theories of Leadership
Leadership Styles
Influence Theory of Leadership
Role Position/Group Structure Approach to Leadership
Situational Theories of Leadership
Organizational Leadership
What If You Do Not Want to Be a Leader?
Summary
Chapter 6: Using Power
Basic Concepts to Be Covered in This Chapter
Introduction
What Is Power?
The Dynamic Interdependence View of Power
Mobilizing Power to Achieve Goals
The Trait Factor Approach to Power
The Bases of Power
Conflict Model of Social Influence
Power and Problem Solving
Unequal Power
Group Norms: Indirect Power
The Group Mind
Individual Versus Relationship Perspectives
Summary
Chapter 7: Decision Making
Basic Concepts to Be Covered in This Chapter
Making Effective Decisions
Individual Versus Group Decision Making
Methods of Decision Making
Factors Enhancing Group Decision Making
Factors Hindering Group Decision Making
Considered and Thoughtful Decision Making
Problems with Theorizing on Decision Making
Summary
Chapter 8 Controversy and Creativity
Basic Concepts to Be Covered in This Chapter
Controversy and Decision Making
Outcomes of Controversy
Creativity
Process of Controversy
Conditions Determining the Constructiveness
of Controversy
Minority Influence, Controversy, and Decision Making
Structuring Constructive Controversies
Being a Citizen in a Democracy
Creativity
Developing and Fostering Creativity
Open versus Closed Belief Systems
Brainstorming
Summary
Chapter 9: Managing Conflicts of Interest
Basic Concepts to Be Covered in This Chapter
Conflict-Positive Groups
Nature of Conflicts of Interest
Conflicts Can Be Destructive or Constructive
Conflict and Aggression
Conflict Management Strategies: What Are You Like?
Controlling the Occurrence of Conflicts
The Nature of Negotiations
Two Types of Negotiating
The Integrative Negotiating Procedure
Defining the Conflict as a Mutual Problem
Try, Try Again
Negotiating in Good Faith
Refusal Skills: This Issue Is Non-Negotiable
Intergroup Conflict
Third-Party Mediation
Summary
Chapter 10: Valuing Diversity
Basic Concepts to Be Covered in This Chapter
Introduction
Sources of Diversity
The Importance of Managing Diversity
The Value of Diversity
Barriers to Interacting with Diverse Peers
Making Member Diversity a Strength
Summary
Chapter 11: Cooperative Learning in the Classroom
Basic Concepts to Be Covered in This Chapter
Nature of Cooperative Learning
Formal Cooperative Learning: Being A “Guide on the Side”
Preinstructional Decisions
Explaining the Task and Cooperative Structure
Monitoring and Intervening
Evaluating Learning and Processing Interaction
Informal Cooperative Learning Groups
Using Informal Cooperative Learning
Base Groups
Integrated Use of All Three Goal Structures
The Cooperative School
Summary
Chapter 12: Leading Growth and Counseling Groups
Basic Concepts to Be Covered in This Chapter
Introduction
Types of Therapeutic Groups
The Unique Power of Group Experiences
Importance of Disclosing Emotions
Leading a Growth Group
Conceptual Frameworks, Feelings, and Intuition
Growth Groups and Participant Anxiety
Costs of Growth and Therapy Groups
Comparative Effectiveness
Summary
Chapter 13: Team Development, Team Training
Basic Concepts to Be Covered in This Chapter
Introduction
What Is a Team?
Organizational Context
Building Productive Teams
Assessing Quality of Work
Use of Teams in Training Programs
Total Quality Management
Dealing with Problem Behaviors in Teams
Summary
Chapter 14: Epilogue
Guidelines for Creating Effective Groups
Learning Group Skills
Summary
Appendix: Answers
Glossary
References
Name Index
Subject Index
Credits
David W. Johnson is a Professor of Educational Psychology at the University of Minnesota. He is Co-Director of the Cooperative Learning Center. He received his doctoral degree in social psychology from Columbia University. His research areas include social interdependence (cooperation and competition) and conflict resolution. He is a past-editor of the American Educational Research Journal. He has authored over 500 research articles and book chapters. He is the author of over 50 books, including Reaching Out: Interpersonal Effectiveness and Self-Actualization, Active Learning: Cooperation in the College Classroom, Cooperation in the Classroom, Creative Controversy, Teaching Students To Be Peacemakers, and Cooperation and Competition: Theory and Research. He has received numerous awards from such organizations as the American Psychological Association, the American Educational Research Association, and the Interactional Association for Conflict Management.
Frank P. Johnson graduated from Ball State University with a Bachelor of Science in Education and received a Masters of Divinity from Andover Newton Theological School in Boston and his Doctor in Ministry degree from Louisville Presbyterian Theological School. He has 35 years experience in the field of Applied Behavioral Science, with professional recognition from NTL Institute of Applied Behavioral Science, Association for Creative Change, Consultant/Trainers Southwest, and the Mid-Atlantic Association for Training and Consulting. He was employed for 13 years at the University of Maryland Counseling Center, teaching group counseling, and, during that time was a Clinical Assistant Professor in the Maryland School of Psychiatry and Human Behavior. He has written many journal articles, contributed chapters to books, and is the co-author of Joining Together: Group Theory and Group Skills. He has been a consultant with a variety of organizations, including educational, governmental, religious, and industrial. From 1984 - 1996 he was employed at Ethyl Corporation as a Human Resources Development Associate. Since his retirement from Ethyl, he has served as an Interim Minister in several churches and is now employed as a Chaplain for Canon Hospice in Baton Rouge, Louisiana.
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