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− Sullivan’s Interpersonal Theory − Experiential Theory − Object Relations Theory − Family Systems Theory − Brief Therapy − Strength-Based Therapy − Interpersonal Neurobiology − Underlying Assumptions − Keys to Success in Leading Today's Groups − Self-Reflection Chapter 2: On Becoming a Group Leader− The Development of a Leader− Co-leadership practice − Ideal Qualities of an Effective Group Leader − The Five Phases of Group Leader Development − Three Models of Co-leadership Practice − Seven Principles of Coleadership Practice − Cultivating Your Inner Leader − Starting a Journey to Your Own Inner Peace − Self-reflection Chapter 3: Types of Groups and How to Start One from Scratch− Ethical and professional guidelines− Types of Groups Not Facilitated by Credentialed Professionals − Types Groups Led by Credentialed Professionals − Starting a Group from Scratch (I): Program Planning − Starting a Group from Scratch (II): Pre-group Orientation − Starting a Group from Scratch (III): Criteria forMember Selection − Starting a Group from Scratch (IV): Screening Interview − Cases in Point: Screening Interview Notes − Exercises Chapter 4: Fundamental Skills for Group Facilitation and Intervention− Group Facilitation & Intervention− Leader as an Observer-Participant − Basic Principles of Facilitation and Intervention − Basic Facilitation Skills (I): How to Open a Group Session − Basic Facilitation Skills (II): How to Increase Group Mutual Engagement − Basic Intervention Techniques (I): Blocking & Redirecting − Basic Intervention Techniques (II): Refocusing & Correcting − Basic Facilitation Skills (III): Closing a Group Session − Exercises Chapter 5: The First Session & the Forming Stage− Leadership & the Forming Stage − Leadership Skills for the First Session− Special Considerations for the First Session − Reflections on the First Session − An Overview of the Flow and Time Frame of the First Session − Exercises Chapter 6: Leading Structured Group Sessions− Mandated Groups: How to Make Them Work− I. Structured Exercises for Mandated Groups − II. Structured Exercise for Psychoeducational Groups − III. Structured Exercise for Counseling Groups − Misuse of Structured Exercises − How to Conduct Structured Exercises − How to Process After Structured Exercises − Other Considerations during Processing − 26 Examples of Structured Communication Exercises − Cases in Point: Participant Reflection on Structured Exercises − An Overview of the Flow and Time Frame of a Structured Session − Exercises Chapter 7: Semi-Structured: Working on Agenda Items− Features of Semi-structured Groups− Getting Agenda Contrasts − Towards a More Personal Level of Self-Disclosure − Facilitating a Safe & Supportive Group Interaction − Facilitating Giving There-And-Then Feedback − Intervention Techniques − Cases in Point − An Overview of the Session Flow and Time Frame − Exercises Chapter 8: Unstructured Groups—Basic Level− Features of Unstructured Groups− Leadership Principles of Unstructured Groups − Easing Members into Self-Disclosure by Working on Multiple Member Concerns − Methods of Working on Multiple Member Concerns Simultaneously − Low-Intensity Here-and-Now Disclosure − Baby Steps toward the Here-And-Now Feedback − Making Meanings Out of Difficult Life Experiences − Intervention Techniques for Unstructured Groups—Basic Level − A Case In Point − An Overview of the Flow and Time Frame of a Basic Level Unstructured Session − Exercises Chapter 9: Working with Unspoken Tension and Open Conflict− The Transition Stage & Member Dissatisfaction− Culture/Diversity Factors & the Unspoken Tension − Options for Managing Unspoken Tension − Member Negative Transference to the Leader − Methods of Handling Negative Member Transference − Leaders' Own Countertransference & How to Handle it − Guidelines for Leader Self-disclosure − The Paradox of Open Conflicts − Seven Steps of Conflict Resolution − The Group Leader's Self Care − Cases In Point − Exercises Chapter 10: Taking Risks in Communication− The Norming Stage of the Group− Intimacy, Cohesiveness & High-Quality Communication − Self-Disclosure and How to Deepen It − Feedback and How to Maximize its Power − Intermediate Steps toward the Here-and-Now − Leader Participation in Here-and-Now Feedback & Impact Disclosure − Seven Principles of Constructive Confrontation − How to Deal With Poor Confrontation − Group Members' Reflection on Confrontation − Coaching Members to Request and Receive Feedback − Cases in Point − Exercises Chapter 11: Advanced Steps into the Here-and-Now− The Working Stage & Unstructured Groups—Advanced Level− The Here-and-Now Method & the Process Level of Communication − The Here-and-Now Method: The Two Tiers − Key to the Here-And-Now Method: Zigzagging the Hot-Seat − The Principles of Engaging the First Tier: Stimulating Group Affects − Behavioral Markers for Group Affect Stimulation − (I) Medium-Intensity Stimulation: Members Setting Here-And-Now Session Goals − (II) High-Intensity Stimulation: Revealing In-Group Perceptions − (III) Even Higher-Intensity Stimulation: Hypothetical Role Enactment − (IV) Highest-Intensity Stimulation: Hypothetical Grading − Cases in Point − An Overview of an Unstructured Session with an Here-And-Now Focus − Exercises Chapter 12: Process Illumination in the Here-and-Now: Tier II− Process Illumination and Change− Ways to Recognizing Group Processes − Tips for Process Illumination − The Five Components of Process Illumination: The Leader's Course of Action − Process Illumination Technique (I): Go after Reactivity Markers − Process Illumination Technique (II): Uncovering hidden meanings − Process Illumination Technique (III): Make the Invisible Visible − Process Illumination Technique (IV): Explore the Meanings of Behaviors Engaged by "Dyads," "Triads," or "the Group as a Whole" − Process Illumination Technique (V): Link Here-And-Now to There-And-Then − A Case in Point − Exercises Chapter 13: Psychodrama for Unresolved Pain− The Power of Psychodrama in Therapy− Basic Concepts of Psychodrama Applicable to Group Practice − Maximizing Group's Healing Power with Psychodrama Techniques − A Detailed Case − Exercises Chapter 14: Skills of Termination: Completing the Cycle− Dealing with Uncommon Termination− The Termination Stage of a Typical Closed Group − Seven Principles of Termination − Skills for Ending the Group − Evaluation of the Group Experience − Examples of Looking-Back Letters − Exercises Chapter 15: Reflective Practice in Group Counseling− Leaders' Reflective Practice− Member's Reflective Practice − Applying Reflective Journaling in Group Counseling − Leaders' Narrative Session Notes − Using Therapeutic Language in Narrative Session Notes − Self-Reflection Appendix A: An Example of a Group ProposalAppendix B: Orientation HandoutsAppendix C: Examples of Interpersonal Skills for Member to Practice in SessionAppendix D: Examples of Brief Relaxation ExerciseReferencesIndex |
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