The Handbook for Working with Difficult Groups: How They Are Difficult, Why They Are Difficult and What You Can Do About It -- Contents -- Preface -- About the Contributors -- Introduction: Working with Difficult Groups: A Conceptual Framework -- THREE FACTORS CONTRIBUTING TO GROUP PERFORMANCE -- FOUR PERSPECTIVES ON GROUP EFFECTIVENESS: THE COMPETING VALUES APPROACH -- TWELVE CONDITIONS THAT CAN SUPPORT OR UNDERMINE GROUP EFFECTIVENESS -- APPENDIX: A PRIMER ON THE COMPETING VALUES FRAMEWORK -- Chapter One: Keeping Difficult Situations from Becoming Difficult Groups -- DEALING WITH DIFFERENCES -- A THEORY OF DIFFERENCE: WHY WE CAN'T ALL GET ALONG -- YOU CAN TURN STEREOTYPICAL SUBGROUPS INTO FUNCTIONAL ONES -- FOUR WAYS TO ENABLE FUNCTIONAL SUBGROUPS -- SUMMARY -- Chapter Two: Building an External Focus: Avoiding the Difficulties on an In-grown Team -- A DIFFICULT GROUP? -- WHY DID THE CONSULTING TEAM FAIL? -- WHAT IS AN EXTERNAL PERSPECTIVE? -- WHAT ARE THE CHALLENGES TO AN EXTERNAL PERSPECTIVE? -- HOW CAN ONE FACILITATE AN EXTERNAL PERSPECTIVE? -- CONCLUSIONS -- Chapter Three: The Downside of Communication: Complaining Cycles in Group Discussions -- HOW THE GROUP IS DIFFICULT: INEFFICIENT GROUP DISCUSSIONS -- WHY THE GROUP IS DIFFICULT: COMPLAINING CYCLES -- WHAT YOU CAN DO: COUNTERACTING COMPLAINING CYCLES -- Chapter Four: Facilitating Multicultural Groups -- WHY THE GROUP IS DIFFICULT -- WHAT YOU CAN DO -- ACKNOWLEDGE AND ADAPT TO CULTURAL DIFFERENCES -- ENGAGE LEADERS AND BUILD TRUSTING RELATIONSHIPS -- GAIN PARTICIPATION AND MANAGE POWER DYNAMICS -- BUILD SYSTEMS FOR PRODUCTIVE DIALOGUE -- ACCOMMODATE COMMUNICATION NEEDS AND STYLES -- MAKE OPTIMUM USE OF SOCIAL CAPITAL -- Chapter Five: Interpersonally Hostile Work Groups: Precipitating Factors and Solutions -- HOW INTERPERSONALLY HOSTILE GROUPS ARE DIFFICULT: PATTERNS AND IMPACT.

WHY INTERPERSONALLY HOSTILE GROUPS ARE DIFFICULT: PRECIPITATING AND SUSTAINING FORCES -- WHAT YOU CAN DO: INTERVENTIONS FOR REDUCING HOSTILITY IN WORK GROUPS -- Chapter Six: Diversity by Design: Creating Cognitive Conflict to Enhance Group Performance -- THE SYSTEM SELECTION GROUP -- THE MICROCOSM GROUP -- THE MEANINGS OF DIVERSITY -- CONFLICT: COGNITIVE AND AFFECTIVE -- THE SYSTEM SELECTION AND MICROCOSM GROUPS: A RECAP -- A FRAMEWORK FOR DEFINING DIVERSITY -- AN ILLUSTRATION OF THE FRAMEWORK -- CONCLUSION -- Chapter Seven: Facilitating Inclusion: Study Circles on Diversity and Student Achievement -- CONTEXT -- STRUCTURE -- PROCESS -- CONFLICT AND FACILITATOR CHALLENGES -- OUTCOMES -- IMPLICATIONS -- Chapter Eight: Overcoming Sources of Irrationality That Complicate Working in Decision-Making Groups -- THE GROUP AND HOW IT IS DIFFICULT -- WHY SUCH GROUPS ARE DIFFICULT -- WHAT ONE CAN DO TO FACILITATE WORKING WITH DIFFICULT GROUPS -- CONCLUSION -- Chapter Nine: Working Without Rules: A Team in Need of a Different Picture -- INTRODUCTION -- HOW THE GROUP WAS DIFFICULT -- WHY THE GROUP WAS DIFFICULT -- WHAT HAPPENED NEXT-THE PROCESS -- THE FACILITATOR'S PRESENCE-SETTING THE POSITIVE FRAME -- Chapter Ten: Interaction Archetypes: Keys to Group Difficulty and Productivity -- THE FORCES INFLUENCING GROUP EFFECTIVENESS -- A POWERFUL WAY TO INFLUENCE GROUP EFFECTIVENESS -- SEEING AND SHIFTING GROUP BEHAVIOR -- SUMMARY-GUIDELINES FOR FACILITATORS -- Chapter Eleven: Virtual Teams: Difficult in All Dimensions -- INTRODUCTION -- CONTEXT -- STRUCTURE -- PROCESS -- CONCLUSION -- Chapter Twelve: Politics of the Arts: Challenges in Working with Nonprofit Boards -- HOW THESE GROUPS WERE DIFFICULT -- WHY THIS GROUP WAS DIFFICULT -- WHAT YOU CAN DO -- CONCLUSION -- Chapter Thirteen: Competitive Group Interactions: Why They Exist and How to Overcome Them.

THE INTERINDIVIDUAL-INTERGROUP DISCONTINUITY EFFECT -- WHEN ARE GROUP INTERACTIONS COMPETITIVE? -- WHY ARE GROUP INTERACTIONS COMPETITIVE? -- HOW CAN INTERGROUP COMPETITION BE REDUCED? -- CONCLUSION -- Chapter Fourteen: Active Facilitation: How to Help Groups Break Through ''Mutual Stalemate'' -- HOW THE GROUP IS DIFFICULT -- WHY THE GROUP IS DIFFICULT -- WHAT TO DO? -- OUTCOMES -- Chapter Fifteen: Mediating History, Making Peace: Dealing with the ''Messy'' Stuff in the Conciliation Process -- IDENTITY-BASED APPROACH TO CONFLICT RESOLUTION -- HOW THE GROUP IS DIFFICULT -- WHY THESE GROUPS ARE DIFFICULT -- WORKING WITH GROUPS PLAGUED WITH INTERNAL HISTORICAL TRAUMA: VILLAGE DIALOGUES IN RURAL CAMBODIA -- WORKING WITH CROSS-CONFLICT GROUPS: THE TURKISH-ARMENIAN DIALOGUE GROUP -- WHAT YOU CAN DO -- RESHAPING RURAL COMMUNITIES OF CAMBODIA THROUGH LONG-TERM DIALOGUE -- AN HISTORICAL TIMELINES APPROACH IN CROSS-CONFLICT DIALOGUE GROUPS -- CONCLUSION -- Chapter Sixteen: Deep Democracy: Multidimensional Process-Oriented Leadership -- DEEP DEMOCRACY -- PROCESS THEORY -- TRACKING -- PROCESS STRUCTURE -- SPIN -- RANK -- MULTIDIMENSIONAL PROCESS-ORIENTED LEADERSHIP -- FIRST AND SECOND TRAINING -- Chapter Seventeen: Authentic Relationships and Collective Psychological Capital -- POSITIVE EFFECTS OF AUTHENTICITY AND PSYCHOLOGICAL CAPITAL ON INTRAGROUP RELATIONS -- COPING WITH DIFFICULTIES THROUGH AUTHENTICITY AND PSYCAP -- Chapter Eighteen: How Leaders Can Make Diverse Groups Less Difficult: The Role of Attitudes and Perceptions of Diversity -- HOW THE GROUP IS DIFFICULT: PROBLEMS IN DIVERSE GROUPS -- WHY THE GROUP IS DIFFICULT: PERCEPTIONS OF DIVERSITY -- WHAT YOU CAN DO: THE ROLE OF LEADERS -- CONCLUSION -- Chapter Nineteen: The Hero's Journey: Helping Inflexible Groups-and Inflexible Facilitators-Get Unstuck.

WHY DO FACILITATORS EXPERIENCE GROUPS AS DIFFICULT, AND WHY DO THEY NEED TO BE FLEXIBLE? -- TRANSFERENCE AND COUNTERTRANSFERENCE-THE ENERGETIC BOND OF THE GROUP -- THE HERO'S JOURNEY -- FACILITATING THE HEROES' JOURNEY -- CONCLUSION -- Chapter Twenty: Difficult Groups or Difficult Facilitators? Three Steps Facilitators Can Take to Make Sure They Are Not the Problem -- HOW THE FACILITATOR CAN CONTRIBUTE TO THREE COMMON GROUP DIFFICULTIES -- WHY THE FACILITATOR MAY CONTRIBUTE TO THESE PROBLEMS -- WHAT FACILITATORS CAN DO -- CONCLUSION -- Key Terms -- References -- Name Index -- Subject Index.