Group facilitation

Much of what happens in organizations occurs beneath the surface. Conflicts, hidden agendas, resistance to change often remain unspoken or unspeakable in organizations. Tracy works with clients to examine unspoken assumptions about themselves and their organizations; to explore the overt and covert dynamics that facilitate or hinder work within or between teams or departments; and to uncover irrational processes that may interfere with the larger organizational mission. Tracy will facilitate teamwork with a specific team or between teams, and help create processes and structures that help groups talk about what is beneath the surface, in order to deal with the challenges facing their organization. She will design and facilitate meetings and retreats to create shared vision, problem solve, resolve conflict and develop teamwork.


  • Retreat Design
  • Retreat Facilitation
  • Teambuilding


A multi-site public service system  in the midst of a large-scale change effort asked Tracy to work with some groups experiencing conflict.


Tracy instead designed an intervention that would work with the change and teaming efforts going on in the system as a whole.She created and implemented a retreat protocol which allowed intact work groups to:

  • assess their current functioning
  • offer meaningful feedback to each other
  • develop a common vision for their group
  • plan action steps for achieving their goals.

The meetings resulted in reduced conflict, better ability to manage conflict on the team, improved communication and greater clarity about group vision and goals.

Group Facilitation Additional Resources

  • Colman, A. D., & Bexton, W. H. (Eds.). (1975). Group relations reader 1.Jupiter, FL: The A.K. Rice Institute.
  • Colman, A. D., & Geller, M. H. (Eds.). (1985). Group relations reader 2.Jupiter, FL: The A.K. Rice Institute.
  • Cytrynbaum, S., & Noumair, D. (2004). Group dynamics, organizational irrationality, and social complexity: Group relations reader 3. Jupiter, FL: The A.K. Rice Institute.
  • Gillette, J., & McCollom, M. (Eds.). (1995). Groups in context: A new perspective on group dynamics. Lanham, MD: University Press of America, Inc.
  • Gould, L. J., Stapley, L. F., & Stein, M. (Eds.). (2004). Experiential learning in organizations: Applications of the Tavistock group relations approach.London: Karnac.
  • Hayden, C., & Molenkamp, R. (2003). The Tavistock Primer II. Jupiter, FL: The A.K. Rice Institute.
  • Huffington, C., Armstrong, D., Halton, W., Hoyle, L., & Pooley, J. (Eds.). (2004). Working below the surface: The emotional life of contemporary organizations. London: Karnac.
  • Klein, E. B., Gabelnick, F., & Herr, P. (Eds.). (2000). Dynamic consultation in a changing workplace. Madison, CT: Psychosocial Press.
  • Obholzer, A., & Zagier Roberts, V. (Eds.). (1994). The unconscious at work: Individual and organizational stress in the human services. London: Routledge.
  • Senge, P., Roberts, C., Ross, R. B., Smith, B. J., & Kleiner, A. (1994). The fifth discipline fieldbook: Strategies and tools for building a learning organization. New York: Doubleday.
  • Shapiro, E. R., & Carr, A. W. (Eds.). (1991). Lost in familiar places: Creating new connections between the individual and society. New Haven, CT: Yale University Press.
  • Spencer, L. J. (1989). Winning through participation: Meeting the challenge of corporate change with the technology of participation, the group facilitation methods of the Institute of Cultural Affairs. Dubuque, Iowa: Kendall/Hunt Publishing Company.
  • Stapley, L. F. (2006). Individuals, groups, and organizations beneath the surface: An introduction. London: Karnac Books.