THE
DYNAMIC NATURE OF THE THEORY
The dynamic nature of this
theoretical perspective has thus far been mentioned and discussed. It is,
however, important to further explicate the underlying aspects of the theory’s
dynamics. Dynamic workplace theory is dynamic because of the latent potential of
the other three types of groups to emerge to displace the group experience of
the moment. In effect, all four types of experience coexist all of the time
where one may predominate but the others may emerge. The group and
organizational context depicted is, therefore, one of dynamic tension among the
four kinds of group and organizational experiences. Participants in the group
experience of the moment and, it may be added, the potential members of the
remaining types of group experience share or may come to share a group valence
or sentience. Each type of group experience elicits thoughts, feelings and
behavior that are consistent with its underlying dynamics whether they are
psychologically and socially defensive or one of more balance and
intentionality. In this regard, loss of the current group experience is
threatened when a sufficient number of its members come to feel that unresolved
problems exist and change is needed. However, the painful experience of distress
and anxiety must be sufficient in order to provide the risk-taking motivation to
support change. “No pain, no change.” It is equally important to appreciate
that, at this juncture, sufficiently distressing experience fuels a fight/flight
group dynamic that comes to be led by an individual who speaks to the changing
sentiments of the group or organization.
The critical components of group and organization change are,
therefore, twofold. A group member must become available to either lead the
group in renewed efforts to get control of the group’s current process or lead
change to another type of group experience. At the same time, there must be
present a readiness among group members to follow a leader who promises to make
things better. In sum, there must be a leader and followers. As indicated by the
theory, given the presence of these change dynamics, the direction of change is
problematic. In particular, during the early stages of change a number of
potential leaders may speak to different directions that promise to allay
anxiety and solve operating problems. It is from this certainty of uncertainty
that the challenge of managing groups arises. Exploring these facets of the
theory’s dynamic nature is the subject of the remainder of this chapter
Sections
Syndication
