Team Building: Process Interventions in Effective Groups

There are many types of process interventions which are skills that are necessary for group effectiveness. Process interventions are used to incorporate group awareness of its functions and how the group members work together as a whole (Brown & Harvey, 2006, p. 187). Types of process interventions "include clarifying, summarizing, synthesizing, generalizing, probing, questioning, listening, reflecting feelings, providing support, coaching, counseling, modeling, setting the agenda, feeding back observations, and providing structural suggestions" (Brown & Harvey, 2006, p. 191). Without these many types of process interventions groups will keep misunderstanding one another and work will not get completed on time. With these skills it is much easier for the group work to flow. Less conflict occurs causing a more efficient and effective environment to work in.

Clarifying is "to clear of confusion or uncertainty" ("Clarify," 2004). Clarifying is simply making sure that what is said is understood by the listeners. This can be assisted through the process of summarization, which is another process intervention. Summarizing is most simply stated as the act of stating the main points. Clarification and summary both go hand in hand in group work. When clarification is needed it is most easily solved by asking questions and summarizing the main points of the topic that is confused on.

Synthesizing and Generalizing also work together. Synthesizing is the method of grouping main points into a general subject (Brown & Harvey, 2006, p. 191). Generalizing is taking one group members ideas and connecting them to the rest of the group members (Brown & Harvey, 2006, p. 191). It is typical that when one member of the group is feeling something, the whole group is feeling the same way. Use for example is that in a classroom, one student asks a question, some or most of the other students have the same question that needs to be answered.

Probing and questioning too act together in a group setting. Probing is generally used as a term for exploring. It is means the same thing in a business setting, which is that when information is needed for the group, probing must be done (Brown & Harvey, 2006, p. 192). Questioning is another way to learn things in a group setting. It is almost like clarifying in the manner that questions must be asked to receive a clear understanding at times.

Listening is in my opinion the most important of the process interventions that we are discussing. Listening is not a simple aspect, but it is being in tune with both body language and verbal communication (Brown & Harvey, 2006, p. 192). A person might say that they are fine on a topic, but yet their body language might paint a different picture. If a person is sitting with an inquisitive look on their face, more than likely they do not understand and need clarification.

Reflecting feelings is "communicating back to the speaker the feeling part of the message that has been heard" (Brown & Harvey, 2006, p. 192). Reflecting feeling works with listening to the whole message, such as if you say something, and another team member looks away with a scowl on their face, most likely you have upset them. Reflecting feelings is easiest explained as how you convey what you are feeling after the speaker has communicated their message across to you.

The next three items complete one another: providing support, coaching, and counseling. Providing support to voice ones ideas is a great group motivator and comforter. Coaching is done from a management perspective in the fact that a manager asks for the groups ideas (Brown & Harvey, 2006, p. 192). Counseling and coaching can be done privately (Brown & Harvey, 2006, p. 192). Each of these is not only great ways to solve problems, but also great motivators.

Modeling is most directly the ability of the group members to model the process interventions after watching a manager complete them (Brown & Harvey, 2006, p. 192). Lead by example is a great way of explaining modeling. Once it is viewed by the group it is much easier for the group to utilize the process interventions. After the modeling happens it is much easier for the group to work more effectively and fewer conflicts arise.

Setting the agenda is a time when the group process issues are discussed and brought to group members' attention (Brown & Harvey, 2006, p. 192). When this is completed the group better understands how to solve the problems and work together better. This is why this is such an important aspect of the process interventions. When problems are brought to ones attention it is much easier for the person to see and fix the problem.

Feeding back observations is when a manager gives the observed feedback to a group that is ready to receive this feedback (Brown & Harvey, 2006, p. 193). If a group is not ready, they will both become disgusted and ignore the feedback, or they will turn it around that management is after them. Constructive criticism is another great term for feedback. It is both a way to learn and a way to improve.

Structural suggestions should be made by managers in order for the group to become organized as efficiently as possible. Management cannot fully take over, but can make suggestions to help the group run more smoothly (Brown & Harvey, 2006, p. 193). This is another great way for the group to learn to solve its own problems (Brown & Harvey, 2006, p. 193).

References

Brown, D.R., & Harvey, D. (2006). Organizational development (7th ed.). Upper Saddle River, New Jersey: Pearson Prentice Hall.

Clarify. (2004). In American Heritage Dictionary of the English Language, 4^th ed [CD-ROM]. Boston: Houghton Mifflin Company.