Term Paper: Group Develoment Theory

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[. . .] Therefore, Cognitive Behavior Therapy has a greater influence in perceiving and developing the possible attributes of change within every scale of performance in a group (Forsyth, 2010).

Techniques and application to specific populations

According to the Cognitive Behavior Therapy of group development, change management within a group is thought to take several steps in the society. These changes are a reflection of the encampment members and connotations of management within that group. These stages of change management in group development include unfreezing, change, and freezing.


This is one of the developmental stages of growth and development that issued by the author in exemplifying his Cognitive Behavior Therapy in the organization. According to the theory, this conditional aspect of group development involves overcoming of the inertia together with dismantling the existing set of the minds. The members involved with group management and change are expected to have taken sides directed at influencing positivity and growth within an organization. The states of manipulation and management of the approachable skills of change and development are within the concept of change among the members and pillars of the group.

A group cannot be established if the pillars are resistant to the innate calls for change. Change and management do not come easy without requisite adjustments among the members involved. Therefore, this avenue of management and growth is directed at managing every possible change within the mindsets of the members of the group. According to the Cognitive Behavior Therapy, unfreezing plays the innate and first role of management within an organization (Lacoursiere, 1980). There is no possible way of refraining from the possibilities of change if the necessary measures of future stability are not made as required as possible. Within this avenue of group, development is the evolution of defense mechanisms or characters among the members concerned. There is every possibility that the attributes of change and management are directed at influencing possible change among the members concerned. The immediate changes among the members are an attribute that influences other positive stages of measurement in the society. In such a case, the involved members are categorical of relaying all scales of management and growth in the society (Agazarian, 2004).


This is an overall aspect that determines the attributes of group management within an organization. This aspect of change involves a staged confusion and transition. The rudimentary existence of an organization and all of its attributes are directed at influencing a transition to a better stage of creativity and productivity within an organization. In order to be of any innate importance, this aspect or stage of management and growth is based on personalized resistance to the new mechanisms of performance within a group. In order to be of any importance, the individual members are subjected to the fact that they are sure of the changes that are coming. Nonetheless, they exercise equitable attributes of change and management within that existence (Corey, 2012).

Cognitive Behavior Therapy puts it clear that in order rot be of any importance in the society, there is a need to have a solid background that determines the consequences of group development amidst respect for change and order. In such a scenario, Cognitive Behavior Therapy perceives members being at a position of bringing every necessary change in the society (Agazarian & Peters, 1995). The possible attributes of change are directed at influencing the paramount scales of the group that are focused at increased performances. The author of the theory takes this opportunity to relay the facts and facets of change that are supposed to be embraced in order to foster the existence and strength of the existing group ion any setting.


This is the third and last stage in group development according to Cognitive Behavior Therapy (Levi, 2011). Within this stage, the involved members are perceived to develop new mindsets from the crystallization of the individual efforts amidst the existence of the previous stages of growth and development. According to Cognitive Behavior Therapy, this stage of group development is a common undertaking that influences and ushers the attributes of change in every organization. There is the aspect of change and then the aspect of change acceptance in every society. In order to be of any possible importance and benefit to the society, it becomes relevant that the changes are directed at influencing possible changes among the members involved (Corey et al., 2010).

Group leader roles and responsibilities

In this category of group development theory, all the members of the group are led by the desire to embrace change and live by it at all circumstances. The possible attributes of change are directed at relaying the best and possible mechanisms of importance the society. No possible scale of growth considers the efforts and benefits from the individual leaders. For instance, the leaders in this scenario are depicted to be available and fruitful to the generalized change for future brightness (Frey et, al., 1999). Cognitive Behavior Therapy is a lucrative endeavor that caters for the respected needs of the different members in the society. The leaders lead the rest of the members in appreciating the need for change.

Change comes with togetherness and simplicity of vision. The roles of the leaders are to usher change, accept change, and lead the rest of the members into possible attributes that come with change management in the society. Moreover, the possible attributes and challenges faced by members are considered for change attribution in the society. There is no possible way that a group can be developed without the presence of its leaders. Therefore, the Cognitive Behavior Therapy is a leader-oriented theory of group development in the modern society (Conyne, 2010).


Agazarian, Y. (2004). Cognitive Behavior Therapy. London: Karnac.

Agazarian, Y., & Peters, R. (1995). Cognitive Behavior Therapy: Two perspectives on group psychotherapy and group process. London: Karnac Books.

Arrow, H., Berdahl, J.L., & McGrath, J.E. (2000). Small groups as complex systems:

Formation, coordination, development and adaptation. Thousand Oaks, CA: Sage.

Conyne, R.K. (2010). The Oxford handbook of group counseling. New York: Oxford

Corey, G. (2012). Theory & practice of group counseling. Belmont, CA: Brooks/Cole,

Cengage Learning.

Corey, M.S., Corey, G., Corey, C., & Brooks/Cole Publishing Company. (2010). Cognitive

Behavior Therapy. Belmont, CA: Brooks/Cole.

Forsyth, D.R. (2010). Group dynamics. Belmont, CA: Wadsworth Cengage Learning.

Frey, L.R., Gouran, D.S., & Poole, M.S. (1999). The handbook of group communication theory and research. Newbury Park, CA: Sage.

In Bradford, L.P. (1978). Group development. La Jolla, CA: University Associates.

Lacoursiere, R.B. (1980). The life cycle of groups: Group developmental stage theory. New York: Human Sciences Press.

Levi, D. (2011). Group dynamics for teams. Los Angeles: SAGE.

Stremba, B., & Bisson, C.A. (2009). Teaching adventure education theory: Best practices.

Champaign, IL: Human Kinetics.

Yalom, I.D., & Leszcz,… [END OF PREVIEW]

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