A Paradoxical Conception of Group Dynamics

Abstract

Most of the research literature on group dynamics has either ignored the subject of within-group conflict or sought ways to "resolve" it as a consequence of its seemingly dysfunctional effects. We argue that there are many processes experienced as conflictual because of the models members use for understanding and managing actions, feelings, and thoughts that are in "apparent opposition." We contend that by understanding the paradoxical nature of these group processes many of the conflicts associated with these "apparent contradictions" are "released" and, hence, not in need of "resolving" because they are experienced as essential to group life, rather than extraneous. Underlying theory about the paradoxical nature of group experiences is expounded, and seven group dynamics are examined using a paradoxical epistemology. These are the paradoxes of identity, disclosure, trust, individuality, authority, regression, and creativity.