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Journal articles on the topic 'Group dynamics'

Author: Grafiati
Published: 4 June 2021
Last updated: 31 August 2024

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1

Gerner, Deborah J. "Group Dynamics." Journal of Palestine Studies 28, no. 2 (January 1, 1999): 100–101. http://dx.doi.org/10.2307/2537941.

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2

Sunstein, Cass R. "Group Dynamics." Cardozo Studies in Law and Literature 12, no. 1 (July 2000): 129–39. http://dx.doi.org/10.2307/743471.

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3

Sunstein, Cass R. "Group Dynamics." Cardozo Studies in Law and Literature 12, no. 1 (July 2000): 129–39. http://dx.doi.org/10.1525/lal.2000.12.1.02a00060.

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4

Sunstein, Cass R. "Group Dynamics." Law & Literature 12, no. 1 (June 2000): 129–39. http://dx.doi.org/10.1080/1535685x.2000.11015605.

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5

Chuck Knapp and Jack Gipple. "Windhorse Treatment: Group Dynamics Within Therapeutic Environments." Group 39, no. 3 (2015): 199. http://dx.doi.org/10.13186/group.39.3.0199.

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6

Markovsky, Barry, and Rupert Brown. "Group Processes: Dynamics Within and Between Groups." Contemporary Sociology 19, no. 5 (September 1990): 754. http://dx.doi.org/10.2307/2072391.

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7

Mascarenhas, Briance. "Strategic Group Dynamics." Academy of Management Journal 32, no. 2 (June 1989): 333–52. http://dx.doi.org/10.5465/256365.

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8

McKenna, Katelyn Y. A., and Amie S. Green. "Virtual group dynamics." Group Dynamics: Theory, Research, and Practice 6, no. 1 (March 2002): 116–27. http://dx.doi.org/10.1037/1089-2699.6.1.116.

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9

No authorship indicated. "Group Dynamics: Editor." Group Dynamics: Theory, Research, and Practice 7, no. 1 (2003): C2. http://dx.doi.org/10.1037/1089-2699.7.1.c2.

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10

No authorship indicated. "Group Dynamics: Editor." Group Dynamics: Theory, Research, and Practice 7, no. 2 (2003): C2. http://dx.doi.org/10.1037/1089-2699.7.2.c2.

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11

Lynden-Bell, D. "Local Group Dynamics." Symposium - International Astronomical Union 192 (1999): 39–50. http://dx.doi.org/10.1017/s0074180900203896.

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The distance from the Local Group to the ‘sphere’ of small galaxies that no longer expand with the Universe determines the time since the Big Bang, t x M1/2, where M is the mass of the Local Group. Adopting Feast's new distance scale, this distance is found to be 1.35 ± 0.1 Mpc. The velocity of approach and the distance to M31 give a different combination of t and M, thus both can be deduced. We find the time since the Big Bang and The importance of accurate distances for such results is stressed. If all distances are revised by a factor λ then both t and M change by that factor.
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12

Mascarenhas, B. "STRATEGIC GROUP DYNAMICS ." Academy of Management Journal 32, no. 2 (June 1, 1989): 333–52. http://dx.doi.org/10.2307/256365.

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13

Jeong, Choeb, Kuk Sun Seo, and Kyu Tae Kim. "Group Dynamics in Educational Organization and Teacher Character Education." Journal of Character Education and Research 8, no. 1 (June 30, 2023): 1–22. http://dx.doi.org/10.46227/jcer.8.1.1.

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14

Joseph, Anthony, and Mabel Payne. "Group dynamics and collaborative group performance." ACM SIGCSE Bulletin 35, no. 1 (January 11, 2003): 368–71. http://dx.doi.org/10.1145/792548.612008.

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15

Ristianti, Dina Hajja. "Group Dynamics in Multicultural Group Counseling." International Journal of Educational Review 5, no. 1 (June 11, 2023): 31–37. http://dx.doi.org/10.33369/ijer.v5i1.27986.

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Group dynamics are important in multicultural group counseling. Group leaders can create an inclusive and supportive environment for group members to broaden their understanding of diversity, and improve collective psychological well-being. This research is qualitative research where researchers are directly involved in group counseling activities. Members of the group consist of 10 people of various ethnicities. Data were taken through interview and observation techniques and analyzed using inductive analysis techniques. The results showed that group dynamics in multicultural group counseling can be carried out at the early stage, transition stage, activity stage, and termination stage. Group leaders must improve their multicultural ability to overcome obstacles in the implementation of multicultural group counseling by adding insight related to cultural values and diversity of light games that can accommodate the cultural diversity of group members.
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16

Robinson, Jenny. "Groups and Group Dynamics in a Therapeutic Community." Transactional Analysis Journal 33, no. 4 (October 2003): 315–20. http://dx.doi.org/10.1177/036215370303300406.

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17

Pereles, Lauretta, Jocelyn Lockyer, and Herta Fidler. "Permanent small groups: Group dynamics, learning, and change." Journal of Continuing Education in the Health Professions 22, no. 4 (2002): 205–13. http://dx.doi.org/10.1002/chp.1340220404.

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18

Vargas, Germán Eduardo. "Organisations’ evolutionary dynamics: a group dynamics approach." Ingeniería e Investigación 26, no. 2 (May 1, 2006): 45–51. http://dx.doi.org/10.15446/ing.investig.v26n2.14736.

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Colombian entrepreneurs’ straggling, reactionary and inertial orientation has been inconsistently justified by the availability of internal and leveraged resources, a concept intensifying deficient technological capacity. Company activity (seen as being a socioeconomic unit) has been integrally orientated within an evolutionary framework by company identity and cohesion as well as adaptation and evolutionary mechanisms. The present document uses a group dynamics’ model to illustrate how knowledge-based strategic orientation and integration for innovation have become an imperative for development, from slight leverage, distinguishing between two evolutionary company forms: traditional economic (inertial, as they introduce sporadic incremental improvements) and modern companies (dynamic and radical innovators). Revealing conclusions obtained from such model may be used for intervening in and modernising company activity.
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19

Miyamoto, Takumi, and Aiko Hibino. "“Time” in Group Dynamics." JAPANESE JOURNAL OF EXPERIMENTAL SOCIAL PSYCHOLOGY 56, no. 1 (2016): 45–47. http://dx.doi.org/10.2130/jjesp.si2-0.

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20

Sugiman, Toshio. "Group Dynamics in Japan." Asian Journal of Social Psychology 1, no. 1 (January 1998): 51–74. http://dx.doi.org/10.1111/1467-839x.00005.

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21

Williams, Sue. "Group dynamics for teams." Action Learning: Research and Practice 11, no. 1 (January 2, 2014): 109–11. http://dx.doi.org/10.1080/14767333.2013.874785.

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22

Xia, Ling, Y. Connie Yuan, and Geri Gay. "Exploring Negative Group Dynamics." Management Communication Quarterly 23, no. 1 (June 8, 2009): 32–62. http://dx.doi.org/10.1177/0893318909335416.

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23

King, Joan M., Marjorie A. White, Kathleen Coen Buckwalter, Ann Whall, Regina Lederman, Justine Speer, Patricia Lasky, and Audrey McLane. "A Group Dynamics View." Western Journal of Nursing Research 7, no. 1 (February 1985): 7–19. http://dx.doi.org/10.1177/0092055x8500700102.

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24

MILLER, DOROTHY. "Group Dynamics: Handling Subgroups." Nursing Management (Springhouse) 22, no. 12 (December 1991): 33–35. http://dx.doi.org/10.1097/00006247-199112000-00011.

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25

Tasca, Giorgio A. "What is group dynamics?" Group Dynamics: Theory, Research, and Practice 24, no. 1 (March 2020): 1–5. http://dx.doi.org/10.1037/gdn0000115.

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26

Gençer, Hüseyin. "Group Dynamics and Behaviour." Universal Journal of Educational Research 7, no. 1 (January 2019): 223–29. http://dx.doi.org/10.13189/ujer.2019.070128.

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27

Stevenson, Jack L., and Paul S. Wright. "Chapter 11. Group Dynamics." Activities, Adaptation & Aging 23, no. 3 (November 6, 1998): 139–73. http://dx.doi.org/10.1300/j016v23n03_02.

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28

Farnsworth, John, and Bronwyn Boon. "Analysing group dynamics within the focus group." Qualitative Research 10, no. 5 (October 2010): 605–24. http://dx.doi.org/10.1177/1468794110375223.

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29

Kolstad, Ivar, Armando J. Garcia Pires, and Arne Wiig. "Within-group heterogeneity and group dynamics: analyzing exit of microcredit groups in Angola." Oxford Development Studies 45, no. 3 (October 7, 2016): 338–51. http://dx.doi.org/10.1080/13600818.2016.1243237.

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30

Eisenstat, Russell A., Jonathon Gillette, and Marion McCollom. "Groups in Context: A New Perspective on Group Dynamics." Academy of Management Review 17, no. 2 (April 1992): 359. http://dx.doi.org/10.2307/258778.

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31

Gans, Jerome S. "Groups in Context: A New Perspective on Group Dynamics." International Journal of Group Psychotherapy 41, no. 4 (October 1991): 552–54. http://dx.doi.org/10.1080/00207284.1991.11490682.

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32

Cuny, Fred C. "Lesson 10: Group Dynamics in Disasters: Managing Work Groups." Prehospital and Disaster Medicine 15, no. 4 (December 2000): 89–94. http://dx.doi.org/10.1017/s1049023x00025358.

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AbstractGroups are assigned or formed to perform tasks that one person cannot accomplish alone. This lesson describes the classification of work groups, group unity, leadership, motivation, recognition, conflict resolution, and remediation associated with managing groups and their activities. Advantages associated with group process include 1) the generation of better ideas, 2) ability to assume greater risks; make fewer errors; 3) the capacity for greater knowledge and 4) information, and for some problems, production of better decisions. Groups may be formal or informal. Formal groups may be organic, task-directed, or committees. Informal groups arise when it becomes obvious that a group will work better or may be formed by a discipline within the organization or through friendships. The size of the group its status within the organization, the goals established, and the dependence of the members on the group all may affect the cohesiveness of the group. Leadership of the group must keep the group focused on the objectives and enhancement of the efficiency of its operation and the quality of the decisions made by the group. Motivation of a group often is more difficult than is that for individuals and generally positive inducements work better than do negative measures such as coercion and reprimands. Roles are often informal and conferred by the group collectively. Often norms are established within groups that help the group deal with conflict. Inadequate performance within a formal group may require changes in the leadership, removal of a member or clique within the group, reduction of group size, and/or dissolution of the group. Understanding the dynamics of groups is an essential skill required of good managers.
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33

No authorship indicated. "Review of Group Processes: Dynamics Within and Between Groups." Contemporary Psychology: A Journal of Reviews 35, no. 11 (November 1990): 1097. http://dx.doi.org/10.1037/030616.

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34

Schruijer, Sandra. "Working with group dynamics while teaching group dynamics in a traditional classroom setting." Team Performance Management 22, no. 5/6 (August 8, 2016): 257–68. http://dx.doi.org/10.1108/tpm-05-2016-0023.

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Purpose Based on an experience, the paper aims to describe how group dynamics can play out in a traditional classroom setting and reflect on how the author worked with these dynamics from a systems psychodynamic perspective. Design/methodology/approach The experience involved teaching a two-day module on group dynamics to a class of 35 mature students enrolled in a business school. The author tried to create a space to understand and work with here-and-now dynamics as the module progressed. Findings Frustration grew among the students regarding the time spent on discussion and reflection. The group was split in two, with one subgroup opening up to experiencing and reflecting on the dynamics, whereas the other subgroup grew more frustrated and demanded that the author take up his authority. Apart from attempting to work with the dynamics, the author introduced relevant concepts and theories that could help to understand the dynamics. The group was characterized by an emotional climate of dependency while students projected hitherto unexplored frustrations onto the lecturer. Although the conditions for experiential learning were far from optimal, the group did experience group dynamics and did engage in reviewing their experiences. Learning did take place, although the depth varied among individuals. Originality/value Reflections are provided on the (im)possibilities of learning about group dynamics at business schools. Suggestions are given how to create conditions for experiential learning in management education.
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35

Brian Rothberg. "Scapedog: The Scapegoat Phenomenon and Other Group Dynamics Applied to a Service Dog." Group 41, no. 3 (2017): 203. http://dx.doi.org/10.13186/group.41.3.0203.

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36

Gouvea, Julia Svoboda. "Learning in a Group, as a Group, and between Groups." CBE—Life Sciences Education 18, no. 2 (June 2019): fe4. http://dx.doi.org/10.1187/cbe.19-03-0067.

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Learning in groups is a common feature of science classrooms. The three articles I have chosen to feature in this installment of Current Insights reflect recent research of group learning at different scales. The first examines within-group dynamics, identifying interactions among students that allow scientific sense-making discussions to begin and continue. The second proposes to study groups as the unit of analysis, asking why some groups are able to persevere in the face of challenging problems. The third considers the potential for learning to occur between groups, through connections in students’ extended social networks. Each brings new ideas and questions to the study of group learning.
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37

Claer, Jennifer, R. Chiverrell, RJ DeRose, I. Drobyshev, J. Morris, and M. Svoboda. "New Forest Dynamics working group." Past Global Change Magazine 24, no. 1 (August 2016): 30. http://dx.doi.org/10.22498/pages.24.1.30.

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38

Kobos, Joseph C. "Group Process and Political Dynamics." International Journal of Group Psychotherapy 46, no. 3 (July 1996): 439–41. http://dx.doi.org/10.1080/00207284.1996.11490793.

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39

Allison, Maria T., Joan L. Duda, and Anne Beuter. "Group Dynamics in the Himalayas." International Review for the Sociology of Sport 26, no. 3 (September 1991): 175–91. http://dx.doi.org/10.1177/101269029102600303.

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40

Kettelhut, Michael C. "JAD METHODOLOGY AND GROUP DYNAMICS." Information Systems Management 10, no. 1 (January 1993): 46–53. http://dx.doi.org/10.1080/10580539308906912.

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41

Abercrombie, M. L. Johnson. "GROUP DYNAMICS IN RESIDENTIAL INSTITUTIONS." Developmental Medicine & Child Neurology 5, no. 1 (November 12, 2008): 70–71. http://dx.doi.org/10.1111/j.1469-8749.1963.tb04998.x.

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42

No authorship indicated. "Group Dynamics: Instructions to authors." Group Dynamics: Theory, Research, and Practice 7, no. 1 (2003): 2. http://dx.doi.org/10.1037/1089-2699.7.1.2.

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43

No authorship indicated. "Group Dynamics: Instructions to authors." Group Dynamics: Theory, Research, and Practice 7, no. 2 (2003): 82. http://dx.doi.org/10.1037/1089-2699.7.2.82.

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44

Gorrini, Andrea, Stefania Bandini, and Majid Sarvi. "Group Dynamics in Pedestrian Crowds." Transportation Research Record: Journal of the Transportation Research Board 2421, no. 1 (January 2014): 51–56. http://dx.doi.org/10.3141/2421-06.

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45

Schillinger, Thomas. "Group Dynamics and Religious Terrorism." Journal of Applied Security Research 11, no. 3 (June 7, 2016): 334–48. http://dx.doi.org/10.1080/19361610.2016.1178016.

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46

Shultz, Jean M. "Group Dynamics Can Change Attitudes." Nursing Management (Springhouse) 23, no. 11 (November 1992): 95–97. http://dx.doi.org/10.1097/00006247-199211000-00029.

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47

Postmes, Tom. "Climate change and group dynamics." Nature Climate Change 5, no. 3 (February 2, 2015): 195–96. http://dx.doi.org/10.1038/nclimate2537.

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48

R. Ibata. "Local Group Dynamics with GAIA." EAS Publications Series 2 (2002): 305–11. http://dx.doi.org/10.1051/eas:2002030.

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49

Javarone, Marco Alberto, and Daniele Marinazzo. "Evolutionary dynamics of group formation." PLOS ONE 12, no. 11 (November 14, 2017): e0187960. http://dx.doi.org/10.1371/journal.pone.0187960.

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50

Chinn, Peggy L. "THE REALITY OF GROUP DYNAMICS." Advances in Nursing Science 8, no. 2 (January 1986): vii—viii. http://dx.doi.org/10.1097/00012272-198601000-00003.

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