NUR 3356 - Analyzing Group Dynamics & Individual Roles in Counseling

This essay provides an analysis of group dynamics, focusing on individualistic roles, particularly 'blocker' and 'disruptor,' within the context of mental health counseling. It references Benne and Sheats' theory to highlight the negative impact of these roles on group performance and cohesion. The essay uses examples to illustrate how blockers and disruptors can hinder group progress and affect overall organizational outcomes. It further discusses how to improve group roles by fostering sensitivity and awareness among group members. The document concludes by emphasizing the significance of understanding group dynamics for effective decision-making and improved group performance.

Running Head: GROUP DYNAMICS AND COUNSELING
0
Group Dynamics and Counseling in a Mental Health Setting
11/29/2018

GROUP DYNAMICS AND COUNSELING
1
Contents
Introduction...........................................................................................................................................2
Group dynamics....................................................................................................................................2
Benne and Sheats’ Theory.....................................................................................................................4
Conclusion.............................................................................................................................................4
References.............................................................................................................................................6

GROUP DYNAMICS AND COUNSELING
2
Introduction
The discussion will bring about the analysis on the aspects of group dynamics, and the
other related concepts. To state about the subject of the assignment, the term group dynamics
is the wider concept which includes the system of behaviours and the psychological processes
which occurs within a social group or between social groups. The discussion will state about
the group roles, focusing on the role of individualistic roles especially ‘blocker’ and
‘disruptor’, and the relevance within the groups. These roles are provided in the Benne and
Sheats theory which mentions the negative aspects of roles of individuals in the organisation.
The role of blockers and disrupters are found to be impacting the overall growth and
performance of both the individuals and organisation in the long-term. Thus, there will be a
detailed description of these roles or group behaviour with the use of appropriate examples in
context to the group dynamism (Forsyth, 2018).
Group dynamics
The term group dynamics can be defined as the set of behavioural characteristics and
the psychological processes, observed within a social group or between groups. It is
considered as a phenomenon which describes about the group, how it functions and performs
their activities. Group dynamics is the concept relevant to every kind of group, and studies
about the forces operating in the group. As the discussion relates to the formation of group
and aspects of counselling in mental health care, it can be stated that group practice allows
the professionals to maintain their interconnectivity or interaction with the health
professionals working in the hospitals (Howarth, 2016). It includes the interconnectivity
within system to discuss their cases, sharing overhead and operational costs, and facilitating
moral support between one another to work together in an effective manner. The significance
of group dynamics is observed to a major extent in the motivating people towards effective
performance in the long run. The feature of group dynamism relate to the increased levels of
job-satisfaction in the future, by enhancing the team-spirit within the organisation. Working
in the teams increases collaboration and the productivity is increased due to development of
ideas. Therefore, in any organisation groups play a significant role as they are considered as
the organisational entity, and the study of groups, and the group dynamics and the forces
acting upon them is significant area of study in the field of organisational behaviour
(Wilhelm, Schlömer & Maurer, 2015).
Further, it can be stated that group dynamics are quite complex, and allows to be far
more productive than one individual. This is accomplished when the group identifies the
strengths and weakness of each individual and allows people to capitalize on their strengths.
It thus, defines the characteristics of positive group dynamics. On the other hand, negative
dynamics create dysfunctional groups which have a difficult time to accomplish the goals and
objectives. For an instance, it happens in some cases where more than one person wants to
take charge of the group, which does not work well with every member of the group. It is not
beneficial because a group must emphasize on the group goals and objectives, rather on

GROUP DYNAMICS AND COUNSELING
3
power struggle. In a group, when someone is appointed as a group leader, it may happen that
the person’s leadership style may or may not be compatible with the group’s makeup or
mission. A group which cannot reach their objectives on consensus cannot be determined as a
good group (Agazarian, 2018).
The assignment here will discuss about the group dysfunctional roles, especially
blocker and disrupter. Dysfunctional roles refer to those actions and behaviour, which tend to
make the group inefficient or weak in performance. These actions or activities are also known
as ‘individualistic’, because they represent the participant’s individual goals which are neither
relevant, nor reflect the group goals. Thus, amongst all the other group roles, dysfunctional
roles are negative for the group growth and effective performance in the longer term. These
roles performed by one or more members of the group do not serve any positive purpose and
only give frustration to the group. Group dysfunctional roles include the roles of several
persons including aggressor, blocker, recognition seeker, deserter, and dominator, and joker,
cynic. These roles exert an influence on the growth and development of every individual
working in the organization (Eidelman et al., 2016).
‘Blocker’ and ‘Disruptor’ are two types of dysfunctional roles or the individualistic
roles which hampers the processes or activities of the group and weaken the cohesion.
Blocker is the person who neglects to accept the ideas put forward by other members of the
group, and even refuses to provide own suggestion in this respect (Salas et al., 2015). The
characteristics of the blocker (dysfunctional roles) often include negativistic, stubborn,
unreasonably resistant, and interferes in the activities of the group intending to show progress
by going off the tangent. These people do not provide their consent or support in the
discussions held between other members in the group, and argue too much on things, and
tries to mislead the group by bringing back the issues which were sorted previously. Thus,
blocker interferes with the activities of group, by taking a negative stand and refuses
cooperating with the other members who hampers the growth and performance of the group.
Blocker signifies an important role in the group dynamics and in context to the other
dysfunctional roles shows the opposing behaviour and neglects all the proposal alternatives.
These people impact the performance and growth of the organisation in a negative manner,
which in turns leads to lesser profits in the future and other benefits in the future years. Thus,
blocker is considered as a major example of the one who can hold a team back, as the person
does not present any idea to the group (Mathieu et al., 2015).
The concept of the group dysfunctional role of blocker can be described with an
example, which will be a hypothetical situation of the analysis from an organisation. An
organisation‘s manager wants to assess the feedback or analysing the customer satisfaction
from a group of people which will surely explain about these different roles.
Let say XYZ, a company wants to assess their performance on the customer
satisfaction, called for a group discussion with a group of 4 people. Amongst all four, two are
found to be the most negative people with their focus on highlighting the loopholes, and

GROUP DYNAMICS AND COUNSELING
4
enhancing the inefficiency of the group. A,B,C,D were the four people, and C, highlighted
the role of blocker, as he represented negative aspects of the organisation, and stated that the
organisation is not working in an effective manner. However, the person did not even
mentioned for any changes that could be done to improve the organisational performance or
the ways how to increase customer loyalty or satisfaction. This all led to passivity in the
group discussion which acted a negative force upon the other participants of the discussion.
Similarly, the participant, ‘D’ who displays the role of disrupter in the activity of
group discussion contributed towards ineffective ness of the group. Being a disrupter, he did
not involve himself in the group process, and kept whispering or making fun of the
discussion, and people of the organisation. This demonstrated about his immature behaviour
and attitude towards providing the feedback on the activities of organisation (Miner,
2015). He did not mention any aspect or features of the company which contributed positive
or negative to the customer’s satisfaction, and disturbed the participants while they were
discussing about the customers review for the organisation. Thus, it can be concluded that the
manager after taking the feedback from these 4 participants got discontented, as he felt that
there were many changes which were required to be done in the organisation to increase
customer satisfaction.
The above discussion has stated well, that the blocker or disrupter’s presence in any
group , affects and makes the group dynamics poor in any organisation, or let say any mental
healthcare. As the above context has described about two people, C, and D who led to poor
group dynamics, as the members found difficult trusting each other based on their
perspectives towards the organisation. In addition, they may not agree and make a collective
decision towards making a purchase for the organisation’s offerings i.e. products and services
(Stewart & Shamdasani, 2014).
Disrupter on the other hand, is the person who takes the work in fun and tries to get
out of the real work. The person does not takes the meetings seriously, and often engages in
the activities, which might disturb other people in the group. Disrupter often play pranks,
distracts people by telling jokes, or reading irrelevant material or discussing things which are
not useful. The person displays the lack of involvement in the group activities, through
inappropriate humour, horseplay, and cynicism, and shows disinterest in the activities or
operations of the group conducted in the organisation (Rahim, 2017).
The role of disrupter on the other hand, is also negative for the group dynamics, as it
is also responsible for disturbing the effectiveness of the member’s participation. In this, way
the group or team fails to meet their predetermined goals, and objectives. Thus, both these
persons often contribute in similar way, as they both are immature and unaccountable for
their responsibilities in the group or organisation (Driskell et al., 2017). To improve the group
roles, first it is required that the group members become sensitive to the discussions, held or
meetings conducted between them. Also, they must be aware of the roles needed to be
performed by them at any time. Members of the group along-with the organisation must act
towards improving the group dynamics, because it has been briefly analysed that poor

GROUP DYNAMICS AND COUNSELING
5
dynamics, often leads to wrong choices, and inappropriate decisions hampering the group’s
effectiveness (Bolden, 2016).
Benne and Sheats Theory
The above discussion has well demonstrated about the role of blocker or disrupter,
and stated their relevance to the group dynamics. Thus, a theory which is relevant in this
context, and explain about varied nature of roles, and their impact on the groups. Benne and
Sheats was two influential theorists who aimed towards explaining the aspects of group
behaviour, defined three categories of the group which were mentioned above stated the
functions and behaviour, in the study of group dynamics (Brandler & Roman, 2015). The
theory in context to any organisation discussed both positive and negative behaviour of the
people/team-members; these positive and negative aspects stated about the role of people,
amongst them some were helpful and supportive. These three categories were task roles,
personal or social roles, functional roles, dysfunctional or individualistic roles (Levi, 2015).
First three goals relate to the completion of the tasks, and achieving the goals or objectives,
whereas the last or dysfunctional roles defined the presence of the factors or persons who
disrupt the progress of the group, and the performance (Chen et al., 2017).
The use of Benne and Sheats’ theory can be used by the organisations to identify the
roles which are filled, and those which additional ones are required, and the roles which
needs to be eliminated from the group, to increase and enhance the group effectiveness, and
group dynamics. In addition, to the group dysfunctional roles, the effectiveness of group
dynamics is affected by some aspects or factors affects the group conformity. These factors
include extreme levels of competition, loyalty to a specific group, personal efforts of any
individual is sometimes not recognised by others, or having a bad attitude towards some
team-members impacts the performance levels of the organisation (Fidalgo-Blanco et al.,
2015).
Conclusion
To conclude the above discussion on the group dysfunctional or individualistic roles,
and the related aspects it has been analysed that the concept of group dynamics, play a vital
role in determining the roles of individuals. The report above mentioned about the group
dysfunctional roles, specifically the blocker and disrupter. These refer to the people who
contributed to the group in a negative manner without being concern for the group dynamics,
and the performance of group. An organisation or team members of the group must focus on
enhancing their skills which facilitates developing a positive attitude towards the
organisation. It will further lead to control on the behaviour and activities of the blocker,
disrupter, or any other person affecting the organisational performance. Hence, changes must
be made in this respect towards improving the group performance, and member’s
productivity.

GROUP DYNAMICS AND COUNSELING
6
References
Agazarian, Y. M. (2018). Group-as-a-whole systems theory and practice. In Systems-
Centred Practice (pp.79-116). United Kingdom: Routledge.
Bolden, R. (2016). Leadership, management, and organisational development. In Gower
handbook of leadership and management development (pp. 143-158). United
Kingdom: Routledge.
Brandler, S. & Roman, C. P. (2015). Group work: Skills and strategies for effective
interventions. United Kingdom: Routledge.
Chen, J. V., Lu, I. H., Yen, D. C. & Widjaja, A. E. (2017). Factors affecting the
performance of internal control task team in high-tech firms. Information Systems
Frontiers, 19(4), 787-802.
Driskell, T., Driskell, J. E., Burke, C. S. & Salas, E. (2017). Team roles: A review and
integration. Small Group Research, 48(4), 482-511.
Eidelman, P., Talbot, L., Ivers, H., Bélanger, L., Morin, C. M. & Harvey, A. G. (2016).
Change in dysfunctional beliefs about sleep in behaviour therapy, cognitive therapy,
and cognitive-behavioural therapy for insomnia. Behaviour therapy, 47(1), 102-115.
Fidalgo-Blanco, Á., Sein-Echaluce, M. L., García-Peñalvo, F. J. & Conde, M. Á. (2015).
Using Learning Analytics to improve teamwork assessment. Computers in Human
Behaviour, 47, 149-156.
Forsyth, D. R. (2018). Group dynamics. United States: Cengage Learning.
Howarth, G. (2016). Last rites: The work of the modern funeral director. United
Kingdom: Routledge.
Levi, D. (2015). Group dynamics for teams. United States: Sage Publications.
Mathieu, J. E., Tannenbaum, S. I., Kukenberger, M. R., Donsbach, J. S. & Alliger, G. M.
(2015). Team role experience and orientation: A measure and tests of construct
validity. Group & Organization Management, 40(1), 6-34.

GROUP DYNAMICS AND COUNSELING
7
Miner, J. B. (2015). Organizational behaviour 1: Essential theories of motivation and
leadership. United Kingdom: Routledge.
Rahim, M. A. (2017). Managing conflict in organizations. United Kingdom: Routledge.
Salas, E., Shuffler, M. L., Thayer, A. L., Bedwell, W. L. & Lazzara, E. H. (2015).
Understanding and improving teamwork in organizations: A scientifically based
practical guide. Human Resource Management, 54(4), 599-622.
Stewart, D. W. & Shamdasani, P. N. (2014). Focus groups: Theory and practice (Vol.
20). United States: Sage publications.
Wilhelm, H., Schlömer, M. & Maurer, I. (2015). How dynamic capabilities affect the
effectiveness and efficiency of operating routines under high and low levels of
environmental dynamism. British Journal of Management, 26(2), 327-345.