The means, or methods, used in group situations to bring about group action are called group techniques. Regardless of the forces inherent in the group, action comes only through the application of some technique. Utilized in the proper manner and social setting, techniques have the power to activate individual drives and motivations, to stimulate the elements of internal and external dynamics, and to move the group toward its goals.
Schematically represented, the technique is the connecting link between the group and its goals. Better still, techniques - or combinations of them - are the vehicles which carry the group toward its goals. A thorough knowledge and understanding of group methods is a necessary concomitant of good group membership and leadership. The more widespread this knowledge is within the group, the more mature and more efficient is the group. This understanding should be basic rather than superficial and a general discussion should precede any consideration of specific techniques.
It is desirable to re-emphasize that good group techniques are not necessarily formal or organized. Our knowledge of specific methods should not blind us to the fact that there are always informal techniques at work within any group. Group process moves by virtue of techniques, however vague, poorly defined, or unrecognized they may be. In small, mature groups with experienced leadership informal methods seem to arise spontaneously and are often the principal techniques used to effect very successful action. Under these circumstances such fluidity of methods may be entirely adequate, but far more often it is necessary to use consciously selected and often time-tried techniques to “get things moving.”
Often it is desirable to set limits on anticipated interaction, or to specify a framework within which such interaction is to be held. Sometimes it may be useful to set up a social situation in which the type of action and interaction will be fairly predictable. A group might desire to create a certain atmosphere, say of spontaneity and freedom from inhibitions. For these and many other situations there are time-tested techniques; there are also hundreds of other means, formal and informal, which can be used. Creative leadership selects proper techniques, combines techniques, or invents totally new ones to fit situations as needed.
It should again be pointed out that techniques constitute a means to an end. Individuals and whole groups occasionally fall into the error of behaving as though their methods were ends in themselves. Situations are created for the sole purpose of demonstrating a facility with a technique.
Ritual, an ancient and still common technique in certain organizations, has often become an end in itself for some individuals. The fallacy of becoming so enamored of one technique that it is used regardless of the situation is also common.
Another error often seen is the use of varied means and methods by leaders who seem to have mastered the application of the methods without understanding their true character or purpose. These leaders have learned that certain techniques work at certain times, but with little idea why.
It should be obvious by this point that while there are many time-tested techniques, good group leadership does not depend upon a “bag of tricks.” The whole basic philosophy of this book holds that there are rational processes by which good techniques can be selected and used, but that such use requires basic knowledge, a willingness to diagnose the social situation, and imagination and creativity in the ultimate application.
How then do we make choices and judgments from which good group process derives? It must be done by applying the basic knowledge of all the facets of group behavior discussed up to this point.