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By Borovik A. V.

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In other words, they are wasting their time. For example, if the group’s task were to discuss a certain piece of literature, they might use the time of the session to express their disagreement with the reading material that has been assigned to them, their discomfort with the design of the whole project, their criticism of the coordinator’s behaviour, and so on. This is a regressive moment in which the members resort to the various primitive defence mechanisms, such as splitting, denial, omnipotence, idealization, denigration, and the primitive forms of projection and introjection.

The real problem is how to modify the behaviour of a group, so that it does not fall back on the previous pattern that has apparently been left behind (Pichon-Rivière et al. 1960). The crux of the matter of change in groups is to arrive at a group decision, as a result of the articulation between motivations – understood as a conflict between wishes and anxieties – and individual or group action. Decision-taking is necessarily the last step before action, so that it heralds the transit from the task to the project, which requires a new phase of strategic planning.

After that, Pichon-Rivière had a new plenary address, with a larger attendance. He intended to bring back to the large group what had been discussed in the small groups, and to help their members to see themselves in a wider perspective. This session brought an astonishing change 34 OPERATIVE GROUPS in the audience, since they started to behave as members of a large discussion group, and not as passive spectators. Then there were sessions with homogeneous groups: five groups on psychosomatic medicine, three on psychology, one on statistics, one of painters, one of boxers, and one of insurance salesmen.

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3-local characterization of Held groups by Borovik A. V.


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