Scandiffio A L
Nurse Managers Bookshelf. 1990 Dec;2(4):77-109.
Group dynamics play a significant role within any organization, culture, or unit. The important thing to remember with any of these structures is that they are made up of people--people with different ideas, motivations, background, and sometimes different agendas. Most groups, formal or informal, look for a leader in an effort to maintain cohesiveness of the unit. At times, that cultural bond must be developed; once developed, it must be nurtured. There are also times that one of the group no longer finds the culture comfortable and begins to act out behaviorally. It is these times that become trying for the leader as she or he attempts to remain objective when that which was once in the building phase of group cohesiveness starts to fall apart. At all times, the manager must continue to view the employee creating the disturbance as an integral part of the group. It is at this time that it is beneficial to perceive the employee exhibiting problem behaviors as a special employee, as one who needs the benefit of your experience and skills, as one who is still part of the group. It is also during this time that the manager should focus upon her or his own views in the area of power, communication, and the corporate culture of the unit that one has established before attempting to understand another's point of view. Once we understand our own motivation and accept ourselves, it is then that we may move on to offer assistance to another. Once we understand our insecurities recognizing staff dysfunction as a symptom of system dysfunction will not be so threatening to the concept of the manager that we perceive ourselves to be. It takes a secure person to admit that she or he favors staff before deciding to do something to change things. The important thing to know is that it can be done. The favored staff can find a new way of relating to others, the special employee can find new modes of behavior (and even find self-esteem in the process), the group can find new ways of interacting, and the corporate culture can boast of a leader with new views at the helm. In marriage, it takes only two; in a group, it takes a lot more. The dynamics of many people interacting may present difficulties at times; however, the birth of the bond of that group is well worth the effort. Ask any manager.
群体动力在任何组织、文化或单位中都起着重要作用。对于这些结构中的任何一个，需要记住的重要一点是，它们是由人组成的——这些人有着不同的想法、动机、背景，有时还有不同的议程。大多数群体，无论正式与否，都会寻找一位领导者以努力维持该单位的凝聚力。有时，这种文化纽带必须得到发展；一旦发展起来，就必须加以培育。也有时，群体中的某个人不再觉得这种文化舒适，并开始表现出行为问题。当曾经处于群体凝聚力构建阶段的东西开始瓦解时，领导者试图保持客观，这些时候就变得很考验人。在任何时候，管理者都必须继续将制造干扰的员工视为群体不可或缺的一部分。在这个时候，将表现出问题行为的员工视为特殊员工是有益的，将其视为需要你经验和技能帮助的人，视为仍然是群体一员的人。也是在这个时候，管理者在试图理解他人观点之前，应该专注于自己在权力、沟通和已建立的单位企业文化方面的观点。一旦我们理解了自己的动机并接受了自己，我们才可以进而去帮助他人。一旦我们认识到自己的不安全感，认识到员工功能失调是系统功能失调的一种症状，就不会像我们认为自己是管理者那样对这个概念构成那么大的威胁。只有内心 secure 的人，才会在决定采取措施改变现状之前承认自己偏袒员工。重要的是要知道这是可以做到的。受偏袒的员工可以找到与他人相处的新方式，特殊员工可以找到新的行为模式（甚至在这个过程中找到自尊），群体可以找到新的互动方式，企业文化可以拥有一位持有新观点的领导者掌舵。在婚姻中，只需要两个人；在一个群体中，则需要更多人。许多人互动的动态有时可能会带来困难；然而，那个群体纽带的诞生是非常值得付出努力的。问问任何一位管理者就知道了。 （注：这里原文中“secure”不好直接准确翻译，暂保留英文，结合语境大概是内心坚定、有安全感之类的意思 ）
