Department of Counseling, Higher Education and Special Education, University of Maryland, College Park.
Psychotherapy (Chic). 2018 Jun;55(2):164-169. doi: 10.1037/pst0000146.
Experienced leaders of psychotherapy groups are surprisingly inaccurate in their judgments about their members' perceptions of positive bonding relationships with the leader and other group members. The practical implication is worrisome: the lower the leader's degree of accuracy, the worse the member therapeutic outcomes tend to be. A promising approach to improving leaders' appraisals of their members' perceptions of positive bonding relationships is to provide them, after each session, feedback about their own and their members' bonding relationship perceptions. Profiling trajectories of leaders' and members' perceptions over time yields rich "stories" of relationship development, that if strategically packaged into brief, concise, and vivid reports, and delivered as a formal "group member feedback" intervention, would direct leaders' attention to those emerging, but easily overlooked, countertherapeutic relationships, requiring immediate, well-informed targeted interventions. To increase the utility of such reports, training leaders use intuitively appealing, but structured heuristics ("interpersonal-fit-with-the-group" and "intrapersonal-split-relationships"), accelerate leaders' recognition of patterns in perceptions as they change over time, and free up their cognitive resources for determining whether to intervene into the group process at the appropriate level: intraindividual, interpersonal, or group-as-a-whole. To illustrate the use of these heuristics, we present two hypothetical cases, with visual displays of congruent and discrepant perceptions of bonding relationship perceptions between members over time, and make tentative recommendations about where and when leaders might intervene to achieve optimal impact. (PsycINFO Database Record
经验丰富的心理治疗团体领导者在判断其成员对与领导者和其他团体成员的积极联系关系的看法时，出人意料地不准确。实际影响令人担忧：领导者的准确性越低，成员的治疗效果往往越差。一种有希望改善领导者对成员对积极联系关系的看法的方法是，在每次会议后，为他们提供有关自己和成员的联系关系看法的反馈。随着时间的推移，对领导者和成员的看法轨迹进行分析，可以得出有关关系发展的丰富“故事”，如果将这些故事以简短、简洁和生动的报告形式有策略地包装，并作为正式的“团体成员反馈”干预措施提供，将引导领导者关注那些新兴但容易被忽视的反治疗关系，需要立即进行明智的有针对性的干预。为了提高这些报告的实用性，培训领导者使用直观吸引人但结构化的启发式方法（“人际契合度-与团体”和“内在分裂关系”），加速领导者识别随着时间推移而变化的感知模式，并释放他们的认知资源，以确定是否在适当的水平上干预团体过程：个体内部、人际间或整个团体。为了说明这些启发式方法的使用，我们呈现了两个假设案例，随着时间的推移，展示了成员之间关于联系关系看法的一致和不一致的感知的视觉显示，并对领导者可能在何处以及何时进行干预以实现最佳效果提出了初步建议。
