Group Leadership Skills

PrefaceAcknowledgmentsAbout the AuthorsChapter 1. Theories and Assumptions Sullivan's Interpersonal Theory Experiential Theory Object Relations Theory Family Systems Theory Brief Therapy Strength-Based Therapy Interpersonal Neurobiology Underlying Assumptions Keys to Success in Leading Today's Groups Self-ReflectionChapter 2. On Becoming a Group Leader The Development of a Leader Ideal Qualities of an Effective Group Leader The Five Phases of Group Leader Development Three Models of Co-Leadership Practice Seven Principles of Co-Leadership Practice Cultivating Your Inner Leader Starting a Journey to Your Own Inner Peace Self-ReflectionChapter 3. Types of Groups and How to Start One From Scratch Ethical and Professional Guidelines Types of Groups Not Facilitated by Credentialed Professionals Types of Groups Led by Credentialed Professionals Starting a Group From Scratch (I): Program Planning Starting a Group From Scratch (II): Pregroup Orientation Starting a Group From Scratch (III): Criteria for Member Selection Starting a Group From Scratch (IV): Screening Interview Cases in Point: Screening Interview Notes ExercisesChapter 4. Fundamental Skills for Group Facilitation and Intervention Group Facilitation and Intervention Leader as Observer-Participant Basic Principles of Facilitation and Intervention Basic Facilitation Skills (I): How to Open a Group Session Basic Facilitation Skills (II): How to Increase Group Mutual Engagement Basic Intervention Techniques (I): Blocking and Redirecting Basic Intervention Techniques (II): Refocusing and Correcting Basic Facilitation Skills (III): Closing a Group Session ExercisesChapter 5. The First Session and the Forming Stage Leadership and the Forming Stage Leadership Skills for the First Session Special Considerations for the First Session Reflections on the First Session An Overview of the Flow and Time Frame of the First Session ExercisesChapter 6. Leading Structured Group Sessions Mandated Groups: How to Make Them Work I. Structured Exercises for Mandated Groups II. Structured Exercises for Psychoeducational Groups III. Structured Exercises for Counseling Groups Misuse of Structured Exercises How to Conduct Structured Exercises How to Process After Structured Exercises Other Considerations During Processing Various Examples of Structured Communication Exercises Cases in Point: Participant Reflections on Structured Exercises An Overview of the Flow and Time Frame of a Structured Session ExercisesChapter 7. Leading Semistructured Groups: Working on Agenda Items Features of Semistructured Groups Getting Agenda Contracts Toward a More Personal Level of Self-Disclosure Facilitating a Safe and Supportive Group Interaction Facilitating Giving There-and-Then Feedback Intervention Techniques Cases in Point An Overview of the Session Flow and Time Frame of a Semistructured Group Session ExercisesChapter 8. Unstructured Groups-Basic Level Features of Unstructured Groups Leadership Principles of Unstructured Groups Easing Members Into Self-Disclosure by Working on Multiple Member Concerns Methods of Working on Multiple Member Concerns Simultaneously Low-Intensity Here-and-Now Disclosure Baby Steps Toward Here-And-Now Feedback Making Meanings Out of Difficult Life Experiences Intervention Techniques for Unstructured Groups-Basic Level A Case In Point An Overview of the Flow and Time Frame of a Basic Level Unstructured Session ExercisesChapter 9. Working With Unspoken Tension and Open Conflict The Transition Stage and Member Dissatisfaction Culture/Diversity Factors and Unspoken Tension Options for Managing Unspoken Tension Member Negative Transference to the Leader Methods of Handling Negative Member Transference Leaders' Own Countertransference and How to Handle It Guidelines for Leader Self-Disclosure The Paradox of Open Conflicts Seven Steps of Conflict Resolution The Group Leader's Self-Care Cases in Point ExercisesChapter 10. Taking Risks in Communication The Norming Stage of the Group Intimacy, Cohesiveness, and High-Quality Communication Self-Disclosure and How to Deepen It Feedback-Giving and How to Maximize Its Power Intermediate Steps Toward the Here-and-Now Leader Participation in Here-and-Now Feedback and Impact Disclosure Seven Principles of Constructive Confrontation How to Deal With Poor Confrontation Group Members' Reflection on Confrontation Coaching Members to Request and Receive Feedback Cases in Point ExercisesChapter 11. Advanced Steps Into the Here-and-Now The Working Stage and Unstructured Groups-Advanced Level The Here-and-Now Method and the Process Level of Communication The Here-and-Now Method: The Two Tiers Key to the Here-And-Now Method: Zigzagging the Hot Seat The Principles of Engaging the First Tier: Stimulating Group Affects Behavioral Markers for Group Affect Stimulation (I) Medium-Intensity Stimulation: Members Setting Here-and-Now Session Goals (II) High-Intensity Stimulation: Revealing In-Group Perceptions (III) Even Higher-Intensity Stimulation: Hypothetical Role Enactment (IV) Highest-Intensity Stimulation: Hypothetical Grading An Overview of an Unstructured Session With a Here-and-Now Focus ExercisesChapter 12. Process Illumination Process Illumination and Change Ways to Recognize Group Processes Tips for Process Illumination The Five Components of Process Illumination: The Leader's Course of Action Process Illumination Technique (I): Go After Reactivity Markers Process Illumination Technique (II): Uncovering Hidden Meanings Process Illumination Technique (III): Make the Invisible Visible Process Illumination Technique (IV): Explore the Meanings of Behaviors Engaged by "Dyads, "Triads," or "the Group as a Whole" Process Illumination Technique (V): Link Here-and- Now to There-and-Then A Case in Point ExercisesChapter 13. Using Psychodrama for Unresolved Pain The Power of Psychodrama in Therapy Basic Concepts of Psychodrama Applicable to Group Practice Maximizing the Group's Healing Power With Psychodrama Techniques A Detailed Case ExercisesChapter 14. Skills of Termination: Completing the Cycle Dealing With Uncommon Termination The Termination Stage of a Typical Group Seven Principles of Termination Skills for Ending the Group Evaluation of the Group Experience Examples of Looking-Back Letters ExercisesChapter 15. Writing as a Reflective Practice in Group Counseling Leaders' Reflective Practice Member's Reflective Practice Applying Reflective Journaling in Group Counseling Leaders' Narrative Session Notes Using Therapeutic Language in Narrative Session NotesAppendices Appendix A: A Sample of the Group Proposal Appendix B: Pregroup Orientation Handouts Appendix C: Examples of Interpersonal Skills for Member to Practice in the Session Appendix D: Examples of Brief Relaxation Exercises for Opening the GroupReferencesIndex