GROUP STRUCTURE AND PROCESS

Originating from Eric Berne's studies of group dynamics in 1963, the group structure and process model delineates the fundamental internal relationships within all groups. The simplified representation of Berne’s concepts presented in the figure at the end of this article elucidates these principles.

GROUP SPACE

Berne defines group space as encompassing both the physical realm that a group occupies and the abstract, psychological space constituting the group’s “identity.” Groups, subjectively, identify both their physical and psychological boundaries. The physical space could be a conference room, a house, a club room, or any area perceived as belonging to the group, whether temporarily or permanently. While psychological boundaries are less distinct, some external psychological boundary separates group members from nonmembers. Everything outside this realm is termed the external environment.

Within the group space, major internal boundaries segregate the group’s members from its leaders. These boundaries may or may not manifest physically but are conceptual at all times. The membership region comprises all group members, while the minor internal boundaries denote the physical and conceptual differences distinguishing each member.

Within this conceptual framework, Berne identifies three forces that impact a group’s resources:

1. The major group process entails interactions between members and leaders, encompassing both support for and challenge to leaders. This support-challenge dynamic often occurs simultaneously as some members support while others challenge leaders’ credibility, authority, or actions.
2. The minor group process involves interactions among group members, vital for the group’s cohesion and existence. These interactions, though deemed “minor,” are significant for the group's functioning as they establish and maintain relationships.
3. The external group process comprises interactions between the group and its external environment. These interactions may range from routine to emergency, active to reactive, such as giving progress reports or dealing with sudden external intrusions.

Berne posits that group cohesion serves as a force to uphold the group's orderly existence. He suggests that group cohesion is gauged by the group’s ability to navigate opposition, external pressure, and internal agitation successfully.

The demarcation between the leadership and membership regions does not imply rigid categorization; individuals may occupy both regions simultaneously. The group structure and process model serve as a snapshot rather than comprehensive documentation, portraying the group’s leader and members at a specific juncture. Additionally, the leadership region may accommodate multiple individuals, as seen in family dynamics with two parents assuming leadership roles.

USE OF THE MODEL

While abstract in nature, the group structure and process model holds practical applications for everyday challenges. It aids problem-solving by highlighting factors such as infighting and interorganizational competition that can diminish work group effectiveness. Furthermore, the model sheds light on dynamics of inclusion/exclusion and leader/member interactions, offering valuable insights into group dynamics.