The Dynamics of Small Groups and their Impact on the Local Church

1. The Dynamics of Small Groupsand their Impact on the Local Church Michael G. Hamilton GC Atlanta Group Dynamics

2. Purpose To highlight the fact that Groups in the church play a crucial role in influencing people and change GC Atlanta Group Dynamics

3. From the very beginning of time as we know it, groups have been influential as agents of change and development in society. GC Atlanta Group Dynamics

4. All civilizations have had groups playing major roles in the structure of communities and the implementation of laws and rules that govern people and their behaviour. GC Atlanta Group Dynamics

5. Genesis 1:26. “Then God said, ‘Let us...; let them....’” • Genesis 2:18. “It is not good for man to be alone....” • Deuteronomy 19:15. “A matter must be established by the testimony of two or three witnesses.” • Matt. 18:19-20 “Where two or three are gathered together in my name….” • Heb. 10:25 “…forsake not the assembling of yourselves together….” GC Atlanta Group Dynamics

6. Testimony vol.7, p. 21-22 • The formation of small companies as a basis of Christian effort has been presented to me by One who cannot err. If there is a large number in the church, let the members be formed into small companies, to work not only for the church members, but for unbelievers. If in one place there are only two or three who know the truth, let them form themselves into a band of workers. GC Atlanta Group Dynamics

7. Let them keep their bond of union unbroken, pressing together in love and unity, encouraging one another to advance, each gaining courage and strength from the assistance of the others. Let them reveal Christ-like forbearance and patience, speaking no hasty words, using the talent of speech to build one another up in the most holy faith. (EG White, T7, p. 21-22) GC Atlanta Group Dynamics

8. EGW: T7, p21-22 Formation of small companies: • Basis for Christian effort • Work for Church members – Nurture • Work for unbelievers – Evangelism • Relational dynamics • Interdependence • Unity of purpose GC Atlanta Group Dynamics

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10. “Where two or three are gathered together in my name, there will I be in the midst of them to bless them.” Matt. 18:19-20. GC Atlanta Group Dynamics

11. One might suggest that Jesus implied that greater effectiveness begins when a group is formed. GC Atlanta Group Dynamics

12. A Definition A definition of a group is, “...two or more individuals who are connected to one another by social relationships.” Donelson R. Forsyth. Groups are made up of members who exert influence or have an impact on one another, whether negatively of positively. GC Atlanta Group Dynamics

13. In the context of the church, the community is made up of both ‘primary’ and ‘secondary’ groups. GC Atlanta Group Dynamics

14. Primary Groups • Primary Groups are made up of family members, close friends and cliques. • The family is one of the toughest institutions we have and exerts the greatest influence over individuals and communities. GC Atlanta Group Dynamics

15. Primary Groups • They provide for more intimacy and face-to-face interaction. • They are interdependent and demonstrate primary responsibility in shaping attitudes, values and behaviour. GC Atlanta Group Dynamics

16. Secondary Groups • Secondary Groups are more complex. These might be the congregation to which we belong, or even the ethnic or immigrant group. • These groups influence behaviour but only as a supplement to the primary group’s influence. GC Atlanta Group Dynamics

17. Planned and Emergent Groups Planned groups are created by external forces or by the members of a particular group. They are deliberately formed to accomplish a particular task. GC Atlanta Group Dynamics

18. Emergent groups are more naturally formed by individuals who have a common interest or leaning or who gravitate to one another through repeated interaction. GC Atlanta Group Dynamics

19. Groups change individuals and values. • Primary groups are the most effective change agents. It is within these groups that attitudes are formed and values are changed. • Peer groups are emergent groups and these also influence change, especially in teenagers and youth. People amend their behaviour to match that of the members of their peer-groups. GC Atlanta Group Dynamics

20. Productive Groups • David W. Johnson and Frank P. Johnson. • Four types of groups: • Pseudo Groups • Traditional Groups • Effective Groups • High-Performance Groups GC Atlanta Group Dynamics

21. Pseudo Groups • Members have no interest in working together • Members compete with one another • Members see one another as rivals who must be defeated • Members distrust one another • Members hide information from one another • Members have no commitment to other members or future of the group • Group is unproductive GC Atlanta Group Dynamics

22. Traditional Group • Members accept that they have to work together • Members expect individual reward rather than group reward • Members do not assume equal share of work • Conscientious and hard working members feel exploited • Group is less productive GC Atlanta Group Dynamics

23. Effective Groups • Members are happy to work together • Members committed to maximum individual and group success • Members believe that success is dependent upon efforts of all group members • Members are positively interdependent • Members benefit from effective expertise-based power sharing • Members experience constructive conflict resolution • Member accountability and evaluation of group effectiveness • Group is highly productive GC Atlanta Group Dynamics

24. High-Performance Groups • Members out-perform the ‘Effective’ group’s qualities • Members have mutual concern for one another’s personal well being and growth • Group experiences high numerical and spiritual productivity GC Atlanta Group Dynamics

25. What is Group Dynamics? GC Atlanta Group Dynamics

26. Kurt Lewin, in mid-twentieth century, used the term ‘dynamic’ to describe the processes, actions and changes that impact the members of groups. It points out the fact that external and internal forces can determine both the structure and function of groups. GC Atlanta Group Dynamics

27. Differentiated Roles and Integrating Norms • Interaction within a group is determined by the group’s structure. Structure is identified by group members’ roles and norms. GC Atlanta Group Dynamics

28. Differentiated Roles • Roles differentiate between group members and help to ensure appropriate behaviour in accomplishing tasks or goals. • Role obligations and rights are interrelated • E.g. Teacher and student / pastor and member • Contradictory role expectations and demands lead to conflict within group. GC Atlanta Group Dynamics

29. Integrating Norms • Groups norms tell group members how to behave, and bind group members together. • Norms are the rules that regulate acceptable behaviour. • They are not imposed but develop through interaction of group members. GC Atlanta Group Dynamics

30. Elements of Effective Dynamics • Acceptance • Communication • Structure • Purpose • Background of people • Cohesion/Unity • Standards for procedure and evaluation GC Atlanta Group Dynamics

31. Group Orientation God Relationship People GC Atlanta Group Dynamics Task

32. Groups and Personality One’s personality type influences one’s relationship to groups GC Atlanta Group Dynamics

33. Male/Female Differences • Males—join groups for power and recognition • Females—join groups for intimacy. GC Atlanta Group Dynamics

34. Acceptance and Rejection • Research shows that even though some people value their privacy and moments alone, they still expressed appreciation and value for relational and intimate experiences with others. GC Atlanta Group Dynamics

35. Some cultures use isolation and solitary confinement as a means of punishment for offenders. GC Atlanta Group Dynamics

36. Ostracism, exclusion, and rejection influence self-esteem, one’s feeling of personal worth. (e.g., not being picked for the team, given the cold shoulder, your opinion being ignored by a group, etc.). Mark Leary, social psychologist, suggests that self-esteem is not so much an index of one’s “perceived self-worth, but instead is a psychological monitor of one’s degree of inclusion or exclusion in social groups.” GC Atlanta Group Dynamics

37. Group Longevity • There are many factors that help to determine the life-span of a group. • Social Connection. Effective long-term groups must have a social connection. • Defined Roles. Group members need defined roles. GC Atlanta Group Dynamics

38. Bruce W. Tuckman’s Theory of Group Development • ‘Forming’ Stage. Time of orientation with group members and the group mission/purpose. • ‘Storming’ Stage. Time of conflict where group members search for status and Sets goals. • ‘Norming’ Stage. Time of relative peace and establishment of structure and standards. GC Atlanta Group Dynamics

39. Bruce W. Tuckman’s Theory of Group Development • ‘Performing’ Stage. Time of focus on tasks and objectives. Getting the job done. • ‘Adjourning’ Stage. Time of disbanding/dissolution. GC Atlanta Group Dynamics

40. David P. Seemuth’s Group Life Cycle. • Birth – Early fragile stage where new group needs plenty of attention. • Early Childhood – The exciting stage of trial and testing. Time of sibling rivalry and relationship forming. • Adolescent – Time of growth pains, questioning of authority and resistance to leaders. Could also be a time of passivity and non-involvement. (Happy to let others do the work). GC Atlanta Group Dynamics

41. David P. Seemuth’s Group Life Cycle. • Adulthood – Growing awareness of one’s abilities and demonstration of deep commitment to the groups. • Late Adulthood – Spawning stage. New group leaders emerge. Some may leave to form new groups. • Death – For some, this is an inevitable stage and calls for either resurrection or burial. GC Atlanta Group Dynamics