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