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Leading and Managing Dynamic Groups, Fourth Edition
Dimock, Hedley G. and Rachel R. Kass
Captus Press / Softcover / 2008-01-01 / 155322180X
Group Psychotherapy
price: $12.50 (may be subject to change)
148 pages
Not in Stock, usually ships in 3-6 business days

Leading and Managing Dynamic Groups, Fourth Edition, from the Dimock Series on Groups, presents the principles and practices used to develop strong, productive groups. The book outlines some of the ways today's group leaders can get up to speed managing more dynamic, diversified, temporary groups and better handle team building, task planning and intergroup networking.

The types of groups discussed in the book include project teams, and work groups in organizations and classroom teams for group assignments in educational settings. Recruiting competent team members, creating results-driven programs, developing collaboration, making team meetings work, and maintaining productivity are key topics. The unit on revitalizing underperforming groups added to the last edition has been continued, and the section on groups in educational settings has been expanded. Also included are updates on leadership training with adults using outcome-based, state of the art methods.

Key Features:

Flexibility

This text is designed for instructors from different fields and expertise to integrate into their courses. Users can easily adjust the structure and content based on their specific program needs. Courses in management and health services will find various activities described in the book helpful in assisting students more effectively to learn the principles of organizing and leading strong groups in different stages of the group.

New to this edition:

Recognizing that the workplace is constantly evolving, new discussions have been designed to highlight the importance of team building and revitalizing workgroup techniques based on cultural norms, values and expectations. Multicultural and gender-mixed training and management learning are explored using real-life situations. Plenty of examples, in different settings (classroom and workplace), are used throughout the book to illustrate various principles or techniques discussed.

Table of Contents:

Preface

Introduction

1. Organizing Strong, Productive Groups
Commitment to Planning
Group Formation Concepts
Recruit Members Who Want To Be in the Group
Existing Friendships
Similarity
Ability, Competence, and Skill
Diversity in Groups
Diversity and Group Relations:
An International Illustration
Background and Context
Software of the Mind
The Language Barrier
Cultural and Value-Based Barriers
A View through the Eyes of Group
Development Theory
Lessons Learned
Other Considerations in Group Formation
Recruitment Strategies
Optimal Group Size
Virtual Groups

2. Team Building
Who Needs Team Building
Approaches to Building Effective Groups
Authentic Task Work
Interpersonal Relations
Personal Values, Attitudes, and Interaction Styles
Development Potential of Group-Building Activities
Collaboration and Superordinate Goals
Interaction
Comfort and Safety
Structure
Thinking and Feeling
Authority
Involvement
Ownership and Empowerment
Team Building for Intergroup Collaboration
Summary

3. Managing Groups in Classroom Settings
The "I Hate Groups" Phenomenon
Developing Classroom Groups
A Developmental Example of Diversity
in Leadership

4. Leading Strong Groups
Setting Clear, Challenging, and Attainable Goals
Establishing Structures and Rules to Ensure Goal Accomplishment
Encouraging Teamwork and the Sharing of Leadership
Demanding Members Invest Significant Time and Energy in the Group
Making Members Aware of Their Personal Contribution
to the Group’s Success
Getting Started With a New Group
The Group Manager’s New Role in Maintaining Dynamic Groups
Organization Structure Needed to Support Strong Groups

5. Revitalizing Workgroups
Assumptions About Revitalizing Groups
Group Involvement in Planning
Groups, Not Individuals, Are the Focus
for Improvement
Reducing Blockages to Change
Revitalization Spinoff.
Setting Goals and Objectives
Preparing Measurable Indicators of
Expected Outcomes
Strong Kids
Revitalization Planning
Collecting Information about the Group and
Its Environment
Clarifying and Analyzing
Identifying Areas for Participative Action
Action Planing for Improvement
Carrying Out the Plans
Assessing Results and Re-planning
Integrating Planning into Normal Procedure
The Five Dysfunctions of a Team
Trust Is the Foundation of Real Teamwork
A Case Study of Group Improvement
Collecting Group Information
Clarifying and Analyzing
Identifying Areas for Participative Action
Action Planning for Group Improvement
and Change
Carrying Out the Plans
Assessing Results and Re-planning

6. Making Meetings Effective
Planning for the Meeting
Getting Ready for the Meeting
The Leadership Team
Using Logical Steps in Problem Solving
Introducing the Discussion
Facilitating the Discussion
Techniques to Improve Meetings and Help with
Difficult Discussions
Establishing Closure
Observer Reports and Process Evaluation Sessions
Reviewing the Expected Measurable Outcomes

7. Evaluating Leadership Training
A Framework for Evaluating Leadership
Training Programs
Educating Adults
Blocks to Adult Education
Evaluating Training Programs
Inputs
Activities
Outputs
Outcomes

Bibliography

About the Authors:

Dr. Hedley Dimock is the Director of the Centre for Human Resource Development, an independent consulting and research organization in Guelph, Ontario. He has been on the faculty of several universities, including McGill, Toronto, Concordia and Guelph. Prior to his university work, he was heavily involved in recreational, educational, health service and community work settings. His consulting work with over 400 organizations has taken him to all provinces in Canada. He has published extensively in both professional and popular magazines, and five of his ten books have been published in Japan.

Dr. Raye Kass is an associate professor of applied human sciences and a program director of the Centre for Human Relations and Community Studies at Concordia University, Montreal. She has led over 1,000 workshops in leadership training, communication skills, team building, problem solving and conflict management throughout the world — in the U.S., Europe and Asia with special programs in Lausanne, London, Manila, Moscow, Singapore, Strasbourg and Toulouse. She is the author of the book Theories of Small Group Development, now in the 4th edition.

Dr. Kass was Principal Investigator on two space simulation missions: the 1994 CAPSULS mission held in Canada; and the 240-day space simulation SFINCSS held in Russia in 1999-2000. Both these projects examined the psychological problems of living and working in an orbiting space station with an international multicultural crew. The project involved providing team building and team talk sessions that would equip crew to deal with problems arising from long-term isolation in close quarters. Dr. Kass is currently involved in a project with NASA-Ames Research Centre, which examines the effectiveness of various training approaches to counteract team dysfunction among multi-cultural and gender-mixed teams. Results from this study will serve as a test bed for similar activities to be performed for the New International Space Station.

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