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group dynamics
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Original Research

Group-as-a-whole as a context for studying individual behaviour: A group diagnostic intervention
Author:
Dirk J. Geldenhuys1
Affiliation:
1
Department of Industrial and Organisational
Psychology, University of
South Africa, South Africa

Orientation: Traditionalists view group interventions from three perspectives: singletons, dyads and whole groups. The focus of this research was on interventions from the third perspective, that of the whole group, using a systems psychodynamic stance.
Research purpose: The purpose of the research was to use group-as-a-whole to study individual behaviour in organisations.

Email: geldedj@unisa.ac.za Motivation for the study: Team research and practice is not on a par with the complexities that teams actually experience. Traditional group interventions use humanistic and functionalistic paradigms that do not consider the unconscious functioning of groups. Interventions that use the system psychodynamic paradigm could address these dynamics because they study behaviour of individual group members in the context of the group-as-a-whole.

Postal address:
PO Box 392, UNISA 0003,
South Africa

Research design, approach and method: The researcher conducted action research in a publishing company. He used purposive sampling and analysed the data using qualitative content analysis.

Dates:
Received: 22 Aug. 2011
Accepted: 30 Mar. 2012
Published: 13 June 2012

Main findings: The researcher found that the group-as-a-whole partly explains the behaviour of team members and that intervening from this perspective could improve negative relationships. Correspondence to:
Dirk Geldenhuys

How to cite this article:
Geldenhuys, D. (2012).
Group-as-a-whole as a context for studying individual behaviour: A group diagnostic intervention.
SA Journal of Industrial
Psychology/SA Tydskrif vir
Bedryfsielkunde, 38(2), Art.
#1011, 12 pages. http://



References: Agazarian, Y., & Peters, R. (1981). The visible and invisible group. London: Routledge & Kegan Paul. Babbie, E., & Mouton, J. (2001). The practice of social research. Cape Town: Oxford University Press. Banet, A.G., Jr., & Hayden, C. (1977). A Tavistock primer. In J.E. Jones & J.W. Pfeiffer (Eds.), The annual handbook for group facilitators, (pp Bazigos, M.N., & Burke, W.W. (1997). Theory orientations of organization development (OD) practitioners Kolb, D. A. (1984). Experiential learning. Englewood Cliffs, NJ: Prentice-Hall. Lawrence, W.G. (1979). Introductory Essay: Exploring boundaries. In W.G. Lawrence (Ed.), Exploring individual and organizational boundaries, (pp Bion, W.R. (1961). Experiences in groups. London: Tavistock. http://dx.doi. Bion, W.R. (1982). Group dynamics: a review. In S. Scheidlinger (Ed.), Psychoanalytic group dynamics, (pp Lewin, K. (1951). Field theory in social science. New York: Harper & Row. Lincoln, Y.S., & Guba, E.G. (1985). Naturalistic inquiry. Beverly Hills, CA: Sage. Brewerton, P., & Millward, L. (2001). Organizational research methods. London: Sage. Lingham, R., Richley, B.A., & Serlavos, R.S. (2009). Measuring and mapping team interaction.Cross Cultural Management: An International Journal, 16(1), 5–27 Cassell, C., & Symon, G. (Eds.). (2004). Essential guide to qualitative methods in organizational research Cilliers, F.v.N. (2000). Team building from a psychodynamic perspective. Journal of Industrial Psychology, 26(1), 18–23. Clarkson, P. (1997). Consulting in rapidly changing conditions of uncertainty. In J.E. Cummings, T.G., & Worley, C.G. (2008). Organization development & change. Mason, OH: South-Western Cengage Learning. De Jager, W., Cilliers, F., & Veldsman, T. (2003). Leadership development from a systems psychodynamic consultancy stance Linklater, J., & Kellner, K. (2008). Don’t just do something … stand there: using action learning to help organisations work with anxiety McCollom, M. (1995). Group formation: Boundaries, leadership and culture. In J. Miller, E.J. (1989). The Leicester model: Experiential study of group and organizational processes Myers, M.D. (2011). Qualitative research in Business Management. London: Sage. Dimitrov, P.L. (2008). Organisational Psychodynamics: Ten introductionary lecturers for students, managers and consultants Diamond, M.A. (1993). The unconscious life of organizations: Interpreting organizational identity Diamond, M.A. (2008). Telling them what they know: Organizational change, defensive resistance, and the unthought known Eisold, K. (1985). Recovering Bion’s contributions to group analysis. In A.D. Colman & M Paul, J., Strbiak, C., & Landrum, N. (2002). Psychoanalytic diagnosis of top management team dysfunction Rice, A.K. (1965). Learning for leadership. London: Tavistock.

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