Project #211157 - ethical

General Tutors

Subject General
Due By (Pacific Time) 11/11/2017 12:00 am

2 short reflections on a chapter and an article

1. An early theme in Chapter 4 of Toseland & Rivas is the ethical use of power by those in group leadership roles.  Citing and quoting specific points in the book, how do Toseland and Rivas think of ethical use of power?  How do YOU think of the ethical use of power?  After reading this chapter, what thoughts do you have about your own approach to leading groups in the future?  What are your strengths and in what areas do you see yourself developing?

2. This article proposes several deep ideas about the facilitation of groups.  Please reference with quotes and summarize what you feel the article is proposing about ONE of these themes, relate it to a current or past group experience, and discuss how this might influence the way that you conduct groups into the future.

-Traditional stages of group development and feminist approaches to group development (p. 12-13).

-The importance of "felt sense" (p. 13-14).

-Leader as applying and influencing rather than observing (p. 14-16).

-Selection of group development approach depending on the population (p. 16-18).

-Implications of feminist theory for groups who have experienced trauma, oppression, or loss (p. 18-20).


article: Not for Women Only: Applying the Relational Model of Group Development with Vulnerable Populations

Linda Yael Schiller MSW and LICSW a

a Boston University School of Social Work , Watertown, MA Published online: 08 Sep 2008. 


4 very short (2-3 sentences) responses to other's post.

Ben. When reading through French and Raven’s (1959) power bases, ethical concerns strike me with several. The last one on the list provides a glaring example. Although Toseland and Rivas note that coercive power can “compel clients to receive treatment,” other than inciting “hostility, anger” and “rebellion,” I see other negative consequences of coercive leadership taking place. (Toseland and Rivas 2017, p. 101). Other than those, I would be concerned that coercion is inherently against the social work profession—especially as it evolves. Perhaps it is how I view the connotation of the word, but using sanction and punishment as tactics—with individuals or groups—never seems to work and more often than not, the negative outcomes of such treatment usually prevail.

            Although this idea doesn’t necessarily pertain to the prompt, I do like that Toseland and Rivas expanded the definition of a leader and leadership to fit any group member. On page 99 they note that “it is important to distinguish between the worker as the designated leader and the indigenous leadership that emerges among members as the group develops” (2017). Every time the authors mention phrases such as “the leader should” or the “worker should,” it seems like they’re telling future social workers how to control and manipulate situations involving other people. When they expand the definition of leader, however, it has more appeal.

3 more will update soon.



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