This is a practical guide to when and how to use small group work in a range of healthcare settings. It provides a practical summary incorporating healthcare, educational, social and management perspectives.

2001-06-16 The theory and practice of groups in one useful resource

Groups is a clever book working, as it does, on a number of different levels. Firstly, it is written by a group of authors modelling, as it were, the benefits of working as a small group. As they point out in a section called 'Nobody's perfect': "The four authors who contributed to this book have many individual deficiencies and weaknesses. One of us has no experience of management. One has creative ideas but tends to miss deadlines. Three of us can't draw. For all of these reasons, we worked as a group to solve the problem of writing this book." The result is a substantial guide book to the use of small group work as a tool for achieving learning, building teams, bringing about organisational change, problem-solving and strategic planning. There are sections on the small group process, group work in educational settings, in organisational settings and in research. What is so clever about the book is that it not only describes the techniques of group work which can be consciously used by group facilitators, leaders, managers and teachers, but it also explains a good deal of the theory underpinning group processes in a very accessible way. It is, therefore, both a 'toolkit' and a textbook full of theoretical insights. The familiar ideas of 'forming, storming, norming and performing' are presented, along with considerations of different types of culture. There is sound advice for teachers and trainers on the giving of feedback, on the sensible use of 'post-its' and flipchart and, most importantly, how and when not to use audio-visual equipment. The section on 'Groups across boundaries' struck me as particularly pertinent for anyone trying to get to grips with inter-disciplinary team work. Communication in the multi-disciplinary team is explored, as well as tensions between 'professional' and 'management' cultures. I liked the suggestion of 'Ten ways to make a multidisciplinary team fail' (adapted from Ovretveit, who is quoted making the observation, "Problems of structure are not overcome by calling a group a team"). Groups is full of witty quotes and practical insights. It certainly had me reflecting on the dynamics of the groups to which I belong. It also provides a wealth of sensible guidance and ideas for facilitating groups whether these be therapeutic or educational. The authors have created a valuable resource, bringing together a wide-ranging body of knowledge into a comprehensive but readable book.

Reviewer: Tony Gillam.