Reference no: EM133603299

Describe the elements to consider in the phase prior to the formation of a group to solve the "homelessness in Puerto Rico and the need for housing" problem from the perspective of social work with groups, communities and organizations. Use a practical example to illustrate the process step by step, remember to refer the background info. Please be detailed.

Background Info

Stages of group development
1. Pre-group phase
The definition of group understood from the perspective of social work with groups is one that considers the collective as a plurality of individuals who are in contact with one another, who take into account the existence of each other and are aware of a certain element as of importance (Omsted, 1986).
Social work with groups can be defined as that specialty within social work that is aimed at recovering and strengthening, through group interaction and carrying out intentional group activities, the social capacities of citizens, to increase their personal enrichment. and its social functioning.
The pre-group phase refers to what happens and what the social worker or organizer does before the group is established as such. Forming a group begins with the idea of doing it, explained as "the recognition of the mutual value of collective action for the fulfillment of individual interests" Coyle. Part of the recognition that there is a need to organize a community to serve individuals.
Subsequently, planning begins to structure the group. The systematic response to certain questions can serve as a stepping stone to this end:
• Why and for what purpose will the group be formed? The purpose and objectives must be formulated, conceptualized and defined.
• For whom? Determine the type of members to whom the group will be directed (composition) as well as the eligibility criteria.
• How many members will you have? Group size.
• How and for how long will it work? Number of sessions and ideal place to carry them out.
Once these parameters have been resolved, it is necessary to inform potential members about the constitution of the group, determine their suitability based on pre-established criteria and carry out a selection process and subsequent registration of suitable candidates. At this point it is important to ensure the participation of the members in the group by means of a contract or a series of agreements that indicate the general responsibilities of the participants and the Social Worker during the life of the group. It is possible and advisable to hold an orientation meeting aimed at clarifying doubts, creating realistic expectations and establishing common goals. The success or failure of the group will depend to a large extent on these initial contacts and how they are handled by the Social Worker.
2. Stages of development of the group.
In 1965, Bruce Tuckman, a renowned American educational psychologist, after observing the behavior of various group environments in different fields, described for the first time in his article "Sequence of development in small groups" four stages through which these groups go through before reaching their highest level. effectiveness. Later in 1977 he, together with Mary Ann Jensen, redefined his theory and added a fifth phase, becoming since then one of the most used models to understand this process, often unconscious, that groups go through.
• Stage 1 - Formation: At the beginning, the purpose of the group and the roles are not clearly defined, so the leader's guidance is very necessary. Individual behavior is driven by the desire for acceptance, which is why conflicts and controversies tend to be avoided. Information and impressions are collected among the members, as well as criteria of the tasks to be carried out, their execution, the basic rules of operation, individual tasks, etc. but always prioritizing people over actual work so high performance is unlikely to be achieved.
• Stage 2 - Conflict or assault: The first frictions between the members of the group begin to emerge before the emergence of the "true self". Its causes may be related to the work itself or to the roles and responsibilities within the group. If the latter are not well defined, some may feel overwhelmed by their workload or frustrated by the lack of progress, even beginning to doubt the team's objectives, authority or management style. The organizational culture will determine the degree to which the conflict is suppressed and although some consider it appropriate to avoid confrontation, it is better to recognize the differences at this point and resolve them rather than avoid them until they explode.
• Stage 3 - Normalization: The subjects begin to resolve their differences through a greater and better understanding and listening to each other that causes the modification of preconceived schemes. The strengths and experiences of others are valued and there will be greater respect for those in leadership positions. They will share a stronger commitment to team goals and should make good progress towards them. The members of the group will support each other and feel comfortable offering constructive feedback as they work to accomplish new tasks. Since these new tasks are often accompanied by an increase in the level of difficulty, it is possible that you will regress to the previous stage. However, the members' new decision-making abilities will make conflicts easier to resolve compared to the initial raid phase.
• Stage 4 - Performance: At this point the operation and performance of the team is at its best. This translates into greater flexibility and independence for leaders in decision-making. All members are self-sufficient and trust each other. Roles and responsibilities change according to the needs of the moment. Group identity, loyalty, and morale are high, and each is people-oriented and task-oriented alike, increasing the likelihood that goals will be achieved efficiently.
• Stage 5 - Dissolution: Many teams reach this stage naturally either because projects come to an end or permanent teams dissolve and people are reassigned. It can be equated with bereavement or loss, as members often find it hard to part with people with whom they have formed close ties and this makes for a difficult situation. Individuals will be proud to have achieved so much and pleased to have been part of an excellent group. They need to remember what they have done and consequently move on.
Knowledge of the group stages makes it possible for the social worker to identify, understand, and guide the phases from the beginning to the end of the group's functional existence. Said discernment allows him to recognize the real phase in which the group is, offering essential diagnostic clues for a more effective mediation. Knowing the processes that can occur during each stage, as well as anticipating certain events helps to relate one phase to another and to plan relevant and appropriate interventions.
3. Impact on group development
There are forces that act in each group throughout its existence and that move it to behave in a certain way (movement, action, change, interaction, reaction, transformation, among others). The reciprocal interaction of these forces and their results on a determined group, constitute its dynamics. Two types of dynamics have been fundamentally described:
• Internal Dynamics: As its name indicates, it is generated within the group from the relationships with each other and their individualities.
• External Dynamics: Derived from interaction with other groups, the environment and the community.
Although there are many factors that impact the development of a group, today we are going to focus on a few. One of them is undoubtedly the culture and environment in which it develops. Each person enters a group or organization with previous experience, their cultural baggage, the result of their socialization process and especially their previous experiences. This diversity typical of globalized societies offers unique perspectives and opportunities that bring to the fore different points of view and options to face diverse situations. However, sometimes cultural differences cause friction and conflicts that represent a great challenge for the optimal functioning of the group and jeopardize the achievement of the objectives set.
It is vital to recognize the differences and come to an understanding. The development of an effective group begins with an effective leadership exercise that inspires a common vision and presents disagreements as opportunities to acquire new knowledge and enriching views. It must ensure consistency in perspective and uniformity in practice in accordance with established policies. The vision and mission of the team cannot be compromised, since the community must prevail over individual differences. It is important to carry out activities that promote group unity, a sense of belonging and assertive communication, as well as celebrate the achievements. Each obstacle overcome will be an experience that will allow future discrepancies to be corrected.