Group Leadership Skills: Interpersonal Process in Group Counseling and Therapy PDF
Preview Group Leadership Skills: Interpersonal Process in Group Counseling and Therapy
Group Leadership Skills Second Edition 2 Group Leadership Skills Interpersonal Process in Group Counseling and Therapy Second Edition Mei-whei Chen Northeastern Illinois University Christopher Rybak Bradley University 3 FOR INFORMATION: SAGE Publications, Inc. 2455 Teller Road Thousand Oaks, California 91320 E-mail: [email protected] SAGE Publications Ltd. 1 Oliver’s Yard 55 City Road London EC1Y 1SP United Kingdom SAGE Publications India Pvt. Ltd. B 1/I 1 Mohan Cooperative Industrial Area Mathura Road, New Delhi 110 044 India SAGE Publications Asia-Pacific Pte. Ltd. 3 Church Street #10-04 Samsung Hub Singapore 049483 Copyright © 2018 by SAGE Publications, Inc. All rights reserved. No part of this book may be reproduced or utilized in any form or by any means, electronic or mechanical, including photocopying, recording, or by any information storage and retrieval system, without permission in writing from the publisher. Printed in the United States of America Library of Congress Control Number: 2017942488 ISBN (pbk): 978-1-5063-4930-5 This book is printed on acid-free paper. Acquisitions Editor: Abbie Rickard Editorial Assistant: Jennifer Cline Production Editor: Kimaya Khashnobish 4 Copy Editor: Michelle Ponce Typesetter: C&M Digitals (P) Ltd. Proofreader: Lawrence W. Baker Indexer: Marilyn Anderson Cover Designer: Rose Storey Marketing Manager: Katherine Hepburn 5 Contents Preface Acknowledgments About the Authors Chapter 1. Theories and Assumptions Sullivan’s Interpersonal Theory Major Notions of Sullivan’s Interpersonal Theory From Sullivan to Yalom Experiential Theory Clients Need Direct Experiences, Not Cognitive Explanations From Disowning, to Owning Up, to Reclaiming Learning Self-in-Relationship Skills Through Group Interactions Object Relations Theory What Is This Obscure Term—Object Relations? The Quest for Connection Is What Motivates Our Behaviors Our Internalized Others Are With Us Everywhere We Go Coping Strategies Are Just the Outer Layers of the Onion Reaching the Reactive Inner Layers Family Systems Theory Unstated Family Rules About Roles Dictate Our Lives Our Family of Origin Remains Within Us From Reenactment Toward Awareness Brief Therapy Targeting Central Themes and Member Responsibility Embracing Here-and-Now and Small Changes Focusing on Trust and Group Cohesiveness An Emphasis on Reflective Practice Between Sessions Highly Direct Leadership Style Strength-Based Therapy Tapping Into Clients’ Reservoir Narrative Therapy: The Emphasis on “Change Talk” Solution-Focused Therapy Resilience—The Centerpiece of Strength-Based Therapy Strength Born out of Overcoming Life’s Hardship Help Members Find Their Areas of Resiliency Don’t Dismiss Members’ Problems Interpersonal Neurobiology The Power of Emotional Brain Overrides the Cognitive Brain A Shift in Therapy Toward Honoring Bodily Rooted Emotions A New Understanding and Compassion for Resistance to Change 6 Group Therapy Brings About Neuroplasticity Process-Minded Leadership as a Necessity for Fostering Neuroplasticity The First Step of Conflict Resolution Is to Calm the Amygdala Underlying Assumptions Assumption 1: Most Problems Are Interpersonal in Nature Assumption 2: Clients’ Underlying Problems Will Be Played Out in the Group Assumption 3: Family Experiences: The Primary Source of Interpersonal Process Assumption 4: Group Galvanizes People’s Interpersonal Patterns Assumption 5: Here-and-Now Can Bring About Change and Healing Assumption 6: To Last, Interpersonal Learning Must Be Experiential Assumption 7: Sustaining Change Can Happen Within a Short Time Keys to Success in Leading Today’s Groups The Growth in Self-Directedness, Present-Focus, and Connection Growth Shown in Successful Individual Therapy Growth Shown in Successful Group Therapy Difficulties in Today’s Groups: Unexamined Interpersonal Processes Allow the Group Members Enough Time to Soak Up Their Interpersonal Dynamics Strive Toward a Process-Minded Leadership Self-Reflection Chapter 2. On Becoming a Group Leader The Development of a Leader Effective Leadership Requires the Ability to Facilitate, Not Persuade Effective Leadership Can Be Taught Practice Over Time, and You Will Appear Effortless Self-Awareness Is the Key to Effective Leadership Ideal Qualities of an Effective Group Leader Calm Mind Striking a Balance Between Supports and Challenges Cultural Sensitivity Trustworthiness and Compassion Relaxed Attitude and Discovery-Oriented Practice Total Concentration: The State of Flow The Five Phases of Group Leader Development 1st: Group Shock Stage 2nd: Reappraisal Stage 3rd: One Step Behind 4th: Using the Here-and-Now 5th: Polishing Skills Application to Training and Supervision 7 Three Models of Co-Leadership Practice 1st: The Alternate Leading Model 2nd: The Shared Leadership Model Bouncing Off Each Other Examples of How to Bounce Off Each Other 3rd: The Apprenticeship Model Advantages of Co-Leadership To Group Leaders To Group Members Disadvantages of Co-Leadership To Group Leaders To Group Members Seven Principles of Co-Leadership Practice 1st: A Good Working Relationship 2nd: Balance Each Other Out 3rd: Support Your Co-Leader’s Facilitation and Intervention 4th: Pick Up the Slack When Your Co-Leader Is on the Hot Seat 5th: Active Communication Pre-/Post-Session 6th: In-Session Communication 7th: Resolve Disagreement in the Moment Cultivating Your Inner Leader The Use of Your “Self” in Group Work Engage in Reflective Practice, Consistently Accept Our Own Anxiety Push Beyond Current Capacity Take Risks and Give Yourself to the Process Develop Your Own Therapeutic Voice One-to-One Supervision Group Supervision Starting a Journey to Your Own Inner Peace Resolve One’s Own Unresolved Issues Have a Visceral and Live Group Experience Critical Reflection/Journaling as a Vehicle for Trainee Inner Peace Self-Reflection Chapter 3. Types of Groups and How to Start One From Scratch Ethical and Professional Guidelines Informed Consent Disclosure on Risks and Limitations of Group Counseling Professional Disclosure Voluntary Participation Freedom to Withdraw Screening Interview and Member Protection 8 Confidentiality Within Groups Nondiscrimination Practicing Within Competence Types of Groups Not Facilitated by Credentialed Professionals Self-Help Groups Support Groups Growth Groups Types of Groups Led by Credentialed Professionals Task/Work/Consultation Groups Psychoeducational Groups Counseling Groups Psychotherapy Groups Starting a Group From Scratch (I): Program Planning Good Intentions With Poor Planning: A Disaster Needs Assessment How to Write a Group Proposal Recruiting Members Starting a Group From Scratch (II): Pregroup Orientation Orientation as Pretreatment Training Make the First Contact Engaging and Validating Clarify Mutual Expectations Make Connections, Provide Hope The Challenge of Confidentiality Frequently Asked Questions During Orientation Starting a Group From Scratch (III): Criteria for Member Selection Membership Match Diversity Factors Best Candidates Concurrent Therapies Starting a Group From Scratch (IV): Screening Interview The Ideal of a Pregroup Screening Interview Realities and Limitations Help Interviewees “Flesh Out” Their Goals Greeting Ask Clients About the Issues They Want to Work on Translate Problems Into Personal Goals Interview Clients About Their Interpersonal Backgrounds Summarize Clients’ Goals in Behavioral Terms Prepare Interviewees for Group Interactions Yet to Come Give Clients a Chance to Ask Questions Close the Interview After the Interview 9 Cases in Point: Screening Interview Notes Interview Summary of Anne Interview Summary of Brooke Exercises Scenarios for Your Practice Self-Reflection Chapter 4. Fundamental Skills for Group Facilitation and Intervention Group Facilitation and Intervention What Is NOT Group Facilitation? What Is Group Facilitation? What Is Group Intervention? Leader as Observer-Participant 1st Component: Leader as Process Observer and Facilitator 2nd Component: Leader as a Participant Mistakes of Underparticipating or Overparticipating How Much to Facilitate and How Much to Participate—A Rule of Thumb The Best Time to Facilitate/Intervene Members Participate First, and the Leader Pitches in Later A Good Prompt Is at Times More Effective Than Modeling Basic Principles of Facilitation and Intervention Intentionality: Heed What You Are Doing and Why You Are Doing It Speak to the Group Members Using “I-You” Language Create a Safe Climate for Members to Open Up Don’t Stimulate Clients Into Immediacy Issues Too Soon Avoid Problem-Solving and Feedback-Giving Too Soon Listen From the Heart, Not From the Head Tune In to an Angry Member’s Unmet Needs Facilitate Mutual Empathy: The Key to Group Emotion Co-Regulation Allow Members to Experience the Power of Giving Bring Out the “Inner Strength Detectives” in Members Applaud Members’ Progress and Effective Behaviors Basic Facilitation Skills (I): How to Open a Group Session Simple Greeting Brief Relaxation Exercise (Optional) Simple Check-In Make the Check-In Solution-Focused or Strength-Based Identify an Interpersonal Skill to Practice (Optional) Check In About Progress and New Realization (for Later Stages) Check In and Restate Goals (for Later Stages) Handle Issues That Emerge During Check-In Basic Facilitation Skills (II): How to Increase Group Mutual Engagement 10
The list of books you might like
