Why does a group exist? It must have objectives – ends which it seeks – whether these are explicitly stated or only implied. Sometimes groups seem to have little conception of the reasons for their existence, what they are trying to accomplish, or why they take part in the activities in which they do. They exist largely because “they always have” and people continue to hold meetings. But many groups have, on the contrary, more specific purposes. Often they are well defined and integrated. Such objectives may be long range as well as shore range – they may be single- or multiple purpose objectives, and they may be specific or general.
If a group is to be productive it must have goals and they must be understood. If a group is to make progress, goals must exist against which such progress can be measured. If effective means are to be chosen, progress toward goals is the only way by which their effectiveness can be measured. Adequate objectives are a prime requisite of effective group action. Whence do they come? In a democratic group situation such as we have been discussing they are chosen. And who chooses them? The group itself, under the stimulus of the forces already described, which we have called dynamics, internal and external.
We proceed with our diagram by producing another circle, this time in the shape of a target entitled goals.
Techniques
A third portion of the framework is illustrated by a square. This represents the means by which the wants and desires of the group are translated into goals and also the means by which these goals are sought and gained, and is entitled techniques.
A group technique, a pre-designed pattern for human interaction, offers a better potential for progress toward goals than does unstructured random behavior. Many techniques are available. Some are quite standardized and traditional, while others are of a more spontaneous nature. In addition to an understanding of the nature of the group and its goals, one also should know the potentials and limitations of the available techniques. This will be discussed at length later.
A proper technique has the potential for activating individual drives and motivations and for stimulating both internal and external dynamics so that the forces may be better integrated and directed toward the goals of the group. This assumes that the proper technique has been chosen and that it is applied in the proper social setting.
The arrows within the square represent the potential driving forces of various methods which, in the abstract, may be thought of in familiar terms such as informality, spontaneity, control, and diffusion of responsibility. Some of these represent negative potentials, such as non-directed participation, excessive emotional involvement, lack of control, or inadequate personnel. It will be noted that we have made liberal use of the word “potential.” This is in recognition of the fact that no technique, formal or informal, enters into the dynamics of group action until it is applied. Only when in actual use do the potential forces inherent in a technique become real forces, and only then can they enter into the dynamics of the situation.
The arrows outside the square represent the characteristics of the milieu in which the group operates, insofar as they will have an influence over the types of technique used. These characteristics may vary widely from one group to another and even at different times with the same group. It is easy to see that a technique which was applicable at one time might not be at another because of the climate in which the group was operating. Similarly, comparable groups operating in different surroundings might find methods which were excellent for one situation to be entirely inappropriate for another.
Usually the more traditional techniques by which group action is stimulated are referred to by formal names. Some of the more familiar are discussion, panel, symposium, role-playing, dialogue, interview, and committee hearing. We may be sure that there is always some technique at work within a group. It may be at a subconscious level, but is nevertheless operative. Man, by his very nature, is always working toward a goal and employing means for achieving it, whether he is aware of it or not. Even doing nothing may be a technique – since it may cause others to react.
In Part II there will be an extensive discussion of formal group techniques. It is the real hope; however, that interest will be directed toward devising new techniques; toward social creativeness.
We can all be socially creative! Certain basic understandings of human relations skills are needed. Along with these the possession of the principles of group behavior and the tools of analysis will lead to ways of dealing with each situation. Such creativity will inevitably lead to greater group productivity and many personal and common satisfactions.
The Complete Framework
We can now combine the three figures – the group, the goals, and techniques – into one, using algebraic symbols (Fig. 4.4). The group, plus the techniques, equals the goals.
At first glance it may seem that a static system has been set up, that the elements of group behavior have been broken down into three separate parts and that we can discuss them separately. Only in the most elementary sense is this true. Individuals and groups change; only they can select their goals and determine the means by which to seek them. The group process is an ever-changing thing and the parts of its structure are separated only for ease in study, never for subdivision.
Permeating the whole structure which has been developed is man’s value system – what he considers important. Values are the guides by which individuals and groups determine their goals. Man’s interests and motivations come from this value system, which organizes his experience and orients his past. Values will determine what individuals come together to form a group, how they will interact, and how they will select their goals and adopt their techniques. The individual in the group setting thus becomes the next focal point of attention.