Basically this is the core premise and assumption supported in this paper: that it is favourable, more civil, and more ingenious to engage the entire individual in question and interaction and makes a lot of sense to engage the group in its own learning, development, and resolution (Benson 2001).
For the purposes of this paper, group work practice denotes the well-organised, conscious, and methodical application of understanding about the mechanisms of collective human interaction, so as to get involved in a knowledgeable manner, or advance some wanted goal in a group context (Luthans 2005). Group work is a creative, healthy, and productive experience, performed based on open agreements, explicitly practised and clearly attained, about the task and goal of the group, responsibilities, rights of members (Greenberg 2000). Therefore, in order to address the premises of this paper various literature on managing organisational behaviour and group dynamics are used.
It is evident that group situations evolve as an outcome of the energy produced by devotion and motivation divergences in the group. Exploring and understanding the adjustment in situations is an essential capability of group work practice (Mullins 2005). By observing the fluctuation in situation and determining the patterns and premises of behaviour, interaction, and relationship, it is possible to discern what needs or demands exist in the group at any specified time, and allow intervention to arise out of the given group condition (Robbins 2004).
Tuckman, Garland, and his associates along with several scholars assume a sequential or linear progression in group development. This academic and systematic demarcation of group dynamics can be unknown to the experience of several novice group members as they analyse the evident disorder and uncertainty of their own