ABSTRACT
Structured activities in groups have emerged as a viable and integral component of group work and as a vital element in facilitating the group process (Bates, Johnson & Blaker, 1982; Corey, Corey, Callahan, & Russell, 1982; Gladding, 1994; Jacobs, Harvill, & Masson, 1988; Johnson & Johnson, 1997; Ohlsen, Horne, & Lawe, 1988). Labeled variously as group procedures or techniques, structured exercises, catalytic activities, or human relations activities, they all can be subsumed under the general rubric of communication activities, the term we will use to identify them in this chapter. Although the genesis of communication activities is difficult to determine, the activities themselves have emanated from a wide range of psychological, sociological, communicational, and educational endeavors. Because of the growing reliance on and use of communication activities and the increased awareness of their existence and utility in both professional circles and the public sector, a special need is for the group leader to have an understanding of their nature and use. Perhaps Bates, Johnson, and Blaker (1982), who call communication activities catalytic activities, have stated the perspective toward communication activities best: “Catalysts are not the most important part of a leader’s arsenal but they do provide added potential for leading creatively” (p. 162).
