Racial and Cultural Dynamics in Group and Organizational Life: Crossing Boundaries
“The field has been waiting for a masterpiece like Racial and Cultural Dynamics in Group and Organizational Life for a long time. It provides a thoughtful account of the subtle, barely visible, and sometimes unspeakable influences of racial and cultural dynamics that occur in groups.”\ —Leo Wilton, Binghamton University, State University of New York\ “I believe that by focusing on group diversity, this book aligns with a major trend that has not received enough attention.”\ — Christopher J....
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This book presents a theoretical framework for understanding leadership and authority in group and organizational life. Using relational psychoanalytic and systems theory, the authors examine conscious and unconscious processes as they relate to racial and cultural issues in the formation and maintenance of groups. Unique among group dynamics texts, the book explores aspects of racial and cultural influences in every chapter. Readers will enhance their analytic and practice skills in addressing factors that impact diverse groups and organizations, including ethical considerations, social roles, strategies for leadership, dynamics of entering and joining, and termination.Key FeaturesCase examples help readers integrate theory and practice, as illustrated in transcripts of interactions from group sessions.A group work competencies list ensures that readers master concepts as they progress through the book.An assessment form allows the student or practitioner to evaluate concrete dynamics of groups, such as size, and gendered and racial composition.This text is appropriate for graduate-level courses incorporating group dynamics and multicultural topics in departments of psychology, education, counseling, and social work. It is also a valuable resource for counselors, psychologists, and other mental health professionals in preparation for group work.
Introduction: Basic Conceptual Framework of the Book ixAcknowledgments xvii1 Understanding Groups as Psychodynamic Systems in the Context of Racial and Cultural Factors: Theoretical Framework 1Open Systems Theory and Experiential Learning 2Group Relations Theory 3Research on Racial and Cultural Group Dynamics 7Application and Universality of the Group Relations Model 9Summary 102 Working With Differences in Groups: Ethical Considerations 13Multiculturalism and Ethical Guidelines 14Principles of Ethical Behavior 18Ethical Issues in Group Work 19Training 19Role Clarity and Leader Values 21Dual Relationships 23Informed Consent 23Psychological Risks 24Summary 273 Group Formation: Racial and Cultural Dynamics of Entering and Joining 29Embedded Intergroup Relations Theory and Group Formation 31Paradox in Groups 32Paradoxes of Belonging 32The Paradox of Identity 33The Paradox of Involvement 36The Paradox of Individuality 37The Paradox of Boundaries 39Summary 414 Group Development: The Impact of Racial and Cultural Factors 43Models of Group Development 44Progressive Models 44Cyclical Models 45Nonsequential Models 46Recurring Issues 46Racial and Cultural Issues in Groups 47Boundaries: Drawing the Lines 47The Fight for Power 51Relationships: Moving Closer, Understanding More 54Terminating the Group 55Summary 575 Group Dynamics in Racially and Culturally Mixed Groups 59Psychoanalytic Concepts 59Splitting 60Projection 60Projective Identification 62Systems Approach 63Group Relations Theory 68Racial and Cultural Dynamics and GroupRelations Theory 69Case Example 75Summary 786 Social Roles in Groups 79Person-in-Role 80Social Roles in Groups 81Social Roles and Defense Mechanisms: Role Suction and Role Types 83The Leader 84The Follower 86The Rebel/Alternative Leader 87The Mediator 87The Scapegoat 88Summary 917 Leadership, Authority, and Power in Racially and Culturally Mixed Groups 93Authority 94Leadership 95Power 96Racial and Cultural Identity Development Theory 96Racial and Cultural Identity Development for People of Color 96White Racial and Cultural Identity Attitudes 98Cultural Values 100Leadership in Racially and Culturally Mixed Groups 100Case Examples 108Summary 1118 Strategies for Leadership in Multicultural Groups 113The AKRI Competencies 113Prerequisite Competencies 115Stage 1 and Stage 2 Competencies 116Summary 1299 The Mature Work Group 131What Is the Mature Work Group? 132What Does a Mature Work Group Look and Sound Like? 133Characteristics of a Mature Work Group 133An Example of a Mature Work Group 136Strategies for Assisting the Mature Work Group 140Outcomes of the Mature Work Group 141Summary 143Mature Work Group Assessment Form 14510 Termination 147A Reflective Time 147Ambivalent Feelings About Termination 148Premature Termination 149Cultural Values and Termination 150Summary 153References 155Index 163About the Authors 167
