Unit 7 Swk 5007 Due 02-22-2023 Studies Readings Please

Unit7 Swk5007 Due 02222023studiesreadingsplease Read The Following C

UNIT7 SWK5007 DUE 02.22.2023 Studies Readings Please read the following chapters in your An Introduction to Group Work Practice textbook: · Chapter 13, "Ending the Group's Work," pages 395–416. · Chapter 14, "Evaluation," pages 417–443.

DIS1 Group Stages A group has three stages: a beginning, a middle, and an end. What differentiates one stage from another? What factors influence group endings? Explain using your text and at least one scholarly outside source. Be sure to properly cite your examples using APA format.

Paper For Above instruction

Group development is a dynamic process characterized by distinct stages that facilitate cohesive and effective functioning. Typically, groups progress through three primary stages: the beginning (forming), the middle (storming/norming), and the end (adjourning). Each stage possesses unique features that differentiate it from others, and various factors influence the transition and conclusion of group work.

Beginning Stage: Forming

The initial stage, known as forming, involves members coming together, establishing initial impressions, and understanding the group's purpose and structure. During this phase, members are often polite, cautious, and somewhat reserved as they explore boundaries and roles. The facilitator or leader plays a critical role in providing direction and setting expectations. According to Tuckman (1965), forming is characterized by orientation and dependency, where members seek to understand the group's goals and their place within it. This stage is crucial for laying the groundwork for future interactions and establishing trust.

Middle Stage: Storming and Norming

The middle phase encompasses both storming and norming stages, where conflicts and disagreements may surface as members assert their individual perspectives and challenge group norms. This turbulence is a natural part of group development, as members negotiate roles, power struggles, and leadership. Once conflicts are addressed, the group moves into norming, where cohesion and cooperation develop. During this phase, members establish shared expectations, norms, and a sense of unity, which enhances productivity and trust (Tuckman & Jensen, 1977). The facilitator's role shifts toward conflict resolution and fostering collaboration.

End Stage: Adjourning

The final stage, adjourning, involves the termination of group activities and the completion of goals. This phase is influenced by factors such as the group's initial purpose, achievement of objectives, and external circumstances. Group endings can evoke feelings of loss or accomplishment, and proper closure is essential for members’ psychological well-being (Yalom & Leszcz, 2005). Several factors influence the ending—these include the group's effectiveness, member relationships, and external pressures or time constraints.

Factors Influencing Group Endings

Multiple factors impact how and when a group concludes. Leadership style significantly affects this process; transformational leaders often facilitate smoother endings by providing closure and reflection opportunities (Bass & Avolio, 1994). The group's achievements or lack thereof can determine the timing of termination; successfully meeting goals usually precipitates closure (Schwarz, 2002). Furthermore, external influences such as organizational policies, time constraints, and resource availability can hasten or delay the ending process. Emotional bonds formed during the group's lifetime also influence how members perceive and handle the termination, with stronger attachments potentially leading to feelings of loss or reluctance to end the group (Yalom & Leszcz, 2005).

Conclusion

Understanding the differentiation between the stages of group development and the factors influencing group endings is essential for practitioners to facilitate effective group processes. Recognizing the natural progression through forming, storming/norming, and adjourning allows leaders to prepare members for transition points. Addressing the emotional and practical aspects of endings ensures that closure is meaningful and supports members’ ongoing growth beyond the group setting.

References

• Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness through transformational leadership. Sage Publications.
• Schwarz, R. M. (2002). The skilled facilitator: A comprehensive resource for consultants, trainers, facilitators, managers, and coaches. Jossey-Bass.
• Tuckman, B. W. (1965). Developmental sequence in small groups. Psychological Bulletin, 63(6), 384–399.
• Tuckman, B. W., & Jensen, M. A. C. (1977). Stages of small-group development revisited. Group & Organization Studies, 2(4), 419–427.
• Yalom, I. D., & Leszcz, M. (2005). The theory and practice of group psychotherapy. Basic Books.