Leading and Managing Dynamic Groups, 4e
Dimock Series on Groups

Hedley Dimock, Raye Kass    

Captus Press, ISBN 978-1-55322-180-7 (2008)
148 pages, 220 g, 6 X 9, $14.50 (US$14.50)

Leading and Managing Dynamic Groups, 4e, from the Dimock Series on Groups, presents the principles and practices used to develop strong, productive groups. The book outlines some of the ways today's group leaders can get up to speed managing more dynamic, diversified, temporary groups and better handle team building, task planning and intergroup networking.

The types of groups discussed in the book include project teams, and work groups in organizations and classroom teams for group assignments in educational settings. Recruiting competent team members, creating results-driven programs, developing collaboration, making team meetings work, and maintaining productivity are key topics. The unit on revitalizing underperforming groups added to the last edition has been continued, and the section on groups in educational settings has been expanded. Also included are updates on leadership training with adults using outcome-based, state of the art methods.

Key Features

This text is designed for instructors from different fields and expertise to integrate into their courses. Users can easily adjust the structure and content based on their specific program needs. Courses in management and health services will find various activities described in the book helpful in assisting students more effectively to learn the principles of organizing and leading strong groups in different stages of the group.

New to this edition
Recognizing that the workplace is constantly evolving, new discussions have been designed to highlight the importance of team building and revitalizing workgroup techniques based on cultural norms, values and expectations. Multicultural and gender-mixed training and management learning are explored using real-life situations. Plenty of examples, in different settings (classroom and workplace), are used throughout the book to illustrate various principles or techniques discussed.

Table of Contents   top



  1. Organizing Strong, Productive Groups
    • Commitment to Planning
    • Group Formation Concepts
      • Recruit Members Who Want To Be in the Group
      • Existing Friendships
      • Similarity
      • Ability, Competence, and Skill
    • Diversity in Groups
    • Diversity and Group Relations:
      An International Illustration
      • Background and Context
      • Software of the Mind
      • The Language Barrier
      • Cultural and Value-Based Barriers
      • A View through the Eyes of Group
        Development Theory
      • Lessons Learned
    • Other Considerations in Group Formation
      • Recruitment Strategies
      • Optimal Group Size
    • Virtual Groups
  2. Team Building
    • Who Needs Team Building
    • Approaches to Building Effective Groups
      • Authentic Task Work
      • Interpersonal Relations
      • Personal Values, Attitudes, and Interaction Styles
    • Development Potential of Group-Building Activities
      • Collaboration and Superordinate Goals
      • Interaction
      • Comfort and Safety
      • Structure
      • Thinking and Feeling
      • Authority
      • Involvement
      • Ownership and Empowerment
    • Team Building for Intergroup Collaboration
    • Summary
  3. Managing Groups in Classroom Settings
    • The "I Hate Groups" Phenomenon
    • Developing Classroom Groups
    • A Developmental Example of Diversity
      in Leadership
  4. Leading Strong Groups
    • Setting Clear, Challenging, and Attainable Goals
    • Establishing Structures and Rules to Ensure Goal Accomplishment
    • Encouraging Teamwork and the Sharing of Leadership
    • Demanding Members Invest Significant Time and Energy in the Group
    • Making Members Aware of Their Personal Contribution
      to the Group’s Success
    • Getting Started With a New Group
    • The Group Manager’s New Role in Maintaining Dynamic Groups
    • Organization Structure Needed to Support Strong Groups
  5. Revitalizing Workgroups
    • Assumptions About Revitalizing Groups
      • Group Involvement in Planning
      • Groups, Not Individuals, Are the Focus
        for Improvement
      • Reducing Blockages to Change
      • Revitalization Spinoff.
    • Setting Goals and Objectives
    • Preparing Measurable Indicators of
      Expected Outcomes
      • Strong Kids
    • Revitalization Planning
      • Collecting Information about the Group and
        Its Environment
      • Clarifying and Analyzing
      • Identifying Areas for Participative Action
      • Action Planing for Improvement
      • Carrying Out the Plans
      • Assessing Results and Re-planning
      • Integrating Planning into Normal Procedure
    • The Five Dysfunctions of a Team
    • Trust Is the Foundation of Real Teamwork
    • A Case Study of Group Improvement
      • Collecting Group Information
      • Clarifying and Analyzing
      • Identifying Areas for Participative Action
      • Action Planning for Group Improvement
        and Change
      • Carrying Out the Plans
      • Assessing Results and Re-planning
  6. Making Meetings Effective
    • Planning for the Meeting
    • Getting Ready for the Meeting
    • The Leadership Team
    • Using Logical Steps in Problem Solving
    • Introducing the Discussion
    • Facilitating the Discussion
    • Techniques to Improve Meetings and Help with
      Difficult Discussions
    • Establishing Closure
    • Observer Reports and Process Evaluation Sessions
    • Reviewing the Expected Measurable Outcomes
  7. Evaluating Leadership Training
    • A Framework for Evaluating Leadership
    • Training Programs
      • Educating Adults
      • Blocks to Adult Education
    • Evaluating Training Programs
      • Inputs
      • Activities
      • Outputs
      • Outcomes


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About the Author   top

Dr. Hedley Dimock is the Director of the Centre for Human Resource Development, an independent consulting and research organization in Guelph, Ontario. He has been on the faculty of several universities, including McGill, Toronto, Concordia and Guelph. Prior to his university work, he was heavily involved in recreational, educational, health service and community work settings. His consulting work with over 400 organizations has taken him to all provinces in Canada. He has published extensively in both professional and popular magazines, and five of his ten books have been published in Japan.

Dr. Raye Kass is an associate professor of applied human sciences and a program director of the Centre for Human Relations and Community Studies at Concordia University, Montreal. She has led over 1,000 workshops in leadership training, communication skills, team building, problem solving and conflict management throughout the world — in the U.S., Europe and Asia with special programs in Lausanne, London, Manila, Moscow, Singapore, Strasbourg and Toulouse. She is the author of the book Theories of Small Group Development, now in the 4th edition.

Dr. Kass was Principal Investigator on two space simulation missions: the 1994 CAPSULS mission held in Canada; and the 240-day space simulation SFINCSS held in Russia in 1999-2000. Both these projects examined the psychological problems of living and working in an orbiting space station with an international multicultural crew. The project involved providing team building and team talk sessions that would equip crew to deal with problems arising from long-term isolation in close quarters. Dr. Kass is currently involved in a project with NASA-Ames Research Centre, which examines the effectiveness of various training approaches to counteract team dysfunction among multi-cultural and gender-mixed teams. Results from this study will serve as a test bed for similar activities to be performed for the New International Space Station.