April 1994

ERIC Digest

EDO-CG-94-02

Effective Group Counseling

Samuel T. Gladding
There is a natural tendency for people to gather in
groups for mutually beneficial purposes. Through
groups, individuals accomplish goals and relate to others in innovative and productive ways (McClure, 1990).
People would not survive, let alone thrive, without
involvement in groups. This reliance and interdependence is seen in all types of groups from those that are
primarily task-oriented to those that are basically
therapeutic.
In order to be effective, group leaders must be aware
of the power and potency of groups. They must plan
ahead and they must be sensitive to the stage of development of the group. Equipped with this knowledge they
can utilize appropriate skills to help their groups develop
fully (Gladding, 1994). Proper preparation and strategic
intervention increase the chance of running a counseling
group smoothly and effectively.
Beginning Counseling Groups
A crucial element in starting counseling groups is
making decisions beforehand. Pregroup planning is the
first step in the process. Leaders design groups so that
they will yield productive and pragmatic results for participants. Among the most important considerations are
those associated with objectives, membership, rules, time,
place, and dynamics.
Objectives of Group Counseling
Group counseling involves individuals who are having difficulties they wish to resolve that are of a personal,
educational, social, or vocational nature (Corey & Corey,
1992). These groups are primarily run in educational institutions or agencies. They deal with specific, nonpathological problems that members are aware of prior
to joining and which do not involve major personality
changes. For instance, group counseling may focus on
how members achieve such goals as relating better to their
families, becoming organized, or relaxing in the presence
of supervisors at work.
Group Membership
Group membership is either homogeneous or
heterogeneous. Homogeneous groups are composed of
individuals who are similar, such as adolescent boys,
single parents or individuals working with grief and loss
issues. Heterogeneous groups are made up of people who
differ in background, such as adults of various ages with
varied careers. While homogeneous groups can concentrate on resolving one issue, their members may be limited experientially. In contrast, heterogeneous groups
offer diverse but multifocused membership.
Effective group leaders screen potential members before accepting them. Screening allows leaders to select
members and members to select leaders and groups. The
ideal group size of eight to 12 allows members an opportunity to express themselves without forming into subgroups. In order to help dispel and overcome miscon-

ceptions about groups, leaders can utilize pregroup

interviews to identify fears related to upcoming groups.
Through feedback and explanation, misunderstandings
can be immediately clarified and corrected (Childers &
Couch, 1989).
Rules in Counseling Groups
Counseling groups run best when the rules governing them are few and clear. If there are more than a dozen
rules, many members will tend to forget some of them.
Likewise, if the rules are vague, some members will
inevitably violate the letter or spirit of them. In counseling groups, rules should follow the ethical standards of
professional organizations, such as the Association for
Specialists in Group Work. Members should agree to keep
each others confidentiality, not attack each other verbally
or physically, to actively participate in the group process,
and to speak one at a time.
Time and Place of Groups
Although counseling groups vary, members need a
specific, consistent time and place to meet. Most groups
meet for one and one half to two hours each week for 12
to 16 sessions. The meeting room should be quiet and
inviting and away from other activities. Groups work
best when chairs are arranged in circles where everyone
feels a sense of equality with one another and the flow of
communication is enhanced (Gladding, 1994).
Group Dynamics
Group member interactions appear simple but they
are not. They are complex social processes that occur
within groups and that affect actions and outcomes
(Lewin, 1948). Group dynamics occur in all groups, and
involve the interactions of group members and leaders
over time, including the roles the members and the leaders take. Individuals have an impact on groups just as
groups influence members. The number of group interactions increases exponentially as the size of groups
grows. Therefore, keeping track of communication patterns in counseling groups is a demanding job.
The complexity of interaction is magnified by the fact
that messages are sent within counseling groups on a
verbal as well as a nonverbal level. The nature of this
communication is crucial to comprehending what is happening within groups. For example, a member who
physically or emotionally distances from a group influences how the group operates as clearly as if he or she
makes a statement. As groups develop, members frequently switch roles and patterns of interaction.
Group Stages
In addition to preplanning, effective group counseling leaders recognize that groups go through five stages:
dependency, conflict, cohesion, interdependence, and termination. The stages are often called forming, storm-

ing, norming, performing, and adjourning (Tuckman &

Jensen, 1977). Recognizing group stages gives counselors an
opportunity
to
devise or utilize appropriate leadership interventions.
The first group stage is dependency or forming. At
this time, group members are unsure of themselves and look
to their leaders or others for direction. This process gives
members an opportunity to explore who they are in the group
and to begin establishing trust. The second stage in group
counseling is conflict, or storming. It may be overt or
covert. The type and amount of conflict that is generated
relates to how much jockeying for position goes on in the
group.
Stage three focuses on cohesion, or norming, which can
be defined as a spirit of we-ness. In it, members become
closer psychologically and are more relaxed. Everyone feels
included in the group and productive sharing begins to
occur. In the fourth stage, performing, the main work of the
group is begun. Interdependence develops. Group members are able to assume a wide variety of constructive roles
and work on personal issues. The level of comfort in the
group increases too. This is a prime time of problem solving.
It occupies about 50% of a typical groups time. The final
stage, adjourning deals with termination. Issues of loss in
separating from the group are raised. Celebrating the accomplishment of goals is also a primary focus within this stage.
Group Counseling Skills
As with other groups, leaders of effective counseling
groups need to employ a variety of interpersonal skills (Corey
& Corey, 1992). Among the most important of these are:
a) active listening, where leaders are sensitive to the language, tone, and nonverbal gestures surrounding members messages;
b) linking, where leaders help members recognize their similarities;
c) blocking, where leaders keep unfocused members from
disrupting the group by either redirecting them or preventing them from monopolizing conversations; and
d) summarizing, where leaders help members become
aware of what has occurred and how the group and its
members have changed.
Empathy, personal warmth, courage, flexibility, inquiry,
encouragement, and the ability to confront are vital skills too.
Counseling group leaders must wear many hats in helping
their groups make progress. The more skills within the counselors repertoires the more effective they will ultimately become.

Conclusion
Conducting effective group counseling relies on the
preparation of group leaders and their abilities to plan and
conduct groups. Extra time in preparation is crucial to the
life of the group. This process includes screening of members, selecting a manageable number of group participants,
establishing a regular place and time for the conducting of
the group, and setting rules. In running groups leaders must
then recognize and utilize group stages and employ appropriate counseling skills in a timely fashion. Successful group
counseling is dependent on many factors. Ultimately, the
secrets of conducting effective counseling groups are in learning how groups operate and then personally investing in
them.
References
Childers, J.H., & Couch, R.D. (1989). Myths about group counseling: Identifying and challenging misconceptions. Journal forSpecialists inGroupWork,14, 105-111.
Corey, M.S., & Corey, G. (1992). Groups: Process and practice
(4th ed.). Pacific Grove, CA: Brooks/Cole.
Gladding, S.T. (1994). Effective group counseling. Greensboro,
NC: ERIC/CASS.
Lewin, K. (1948). Resolving social conflicts: Selective papers on
group dynamics. New York: Harper.
McClure, B.A. (1990). The group mind: Generative and regressive
groups. Journal for Specialists in Group Work, 15, 159170.
Tuckman, B.W., & Jensen, M.A. (1977). Stages of small group
development revisited. Group and Organizational Studies,
2, 419-427.

Samuel T. Gladding is a Professor of Counselor Education at

Wake Forest University in Winston-Salem, North Carolina.

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