有趣的团体动力3（译）
Intriguing Group Dynamics (3) 有趣的团体动力（3）
This is the third and final post about the work of Wilfred Bion and his ideas around “Basic Assumption Mentality”and “Work-group Mentality”. Like the first, the second prompted a number of people to contact me directly for help. 这是第三篇也是最后一篇关于威尔弗雷德·比昂的工作以及他围绕 "基本假设心态 "和 "工作团体心态 "的观点的文章。与第一篇一样，第二篇促使一些人直接联系我寻求帮助。
They wanted to know how they could best manage groups or teams to reduce the likelihood of them developing Basic Assumption Mentality - shared unconscious assumptions that avoid or disrupt progress, built on the group’s wishes, fears, defences, projections and anxieties - and instead encourage Work Group Mentality - where a group is purposeful, productive, focused on its task, and able to manage conflict well. 他们想知道如何才能最好地管理团体或团队，以减少他们发展基本假设心态的可能性-共同的无意识的假设，避免或破坏进展，建立在团体的愿望、恐惧、防御、预测和焦虑之上-而是鼓励工作团体心态-团体是有目的的，有成效的，专注于其任务，并能够很好地管理冲突。
The prevalent Basic Assumption provides the emotional energy for everything that happens in the group, and it has a fundamental influence on the norms and roles of the group. Groups can move in and out of the different Basic Assumptions during the course of a meeting or session and if you aren't on your toes, you can get swallowed up in them yourself. 流行的基本假设为团体中发生的一切提供了情感能量，它对团体的规范和角色有根本性的影响。在会议或会议过程中，团体可以在不同的基本假设中游走，如果你不注意，你自己就会被它吞噬。
In my last post (Part 2) on this I outlined some simple measures to help you to 1) make it safe and 2) make it easy for them to participate and collaborate. And now, I look at how to hold your authority and manage a group's "projections" and anxieties, and the potential effects of these on your own psychological safety. 在我关于这个问题的上一篇文章（第二部分）中，我概述了一些简单的措施，以帮助你1）使其安全，2）使其容易参与和合作。而现在，我看一下如何保持你的权威，管理团体的 "投射 "和焦虑，以及这些对你自己心理安全的潜在影响。
3) Hold your authority by agreeing their boundaries without losing yours.
3) 通过同意他们的边界而不失去你的边界来保持你的权威。
* Agree the group contract as soon as possible. Give a broad outline of the session and timings, even if only general. If they are flexible and can be negotiated say so up front. Making last minute on the hoof changes when the group is expecting something else can increase anxiety. I heard of one trainer who kept the group in session until 7pm when they had been told it would end at 5pm. They went along with it at the time because she was struggling to cover everything she'd said she would, but their feedback afterwards was truly awful and her credibility was shot for ever as far as they were concerned. 尽快商定团体协议。给出会议和时间的大致轮廓，即使只是常规的。如果他们是灵活的，可以协商的，请事先说明。如果在团体期待着其他事情的时候，在最后一分钟做出改变，会增加焦虑感。我听说过一个培训师，当他们被告知将在下午5点结束的时候，他还是让学员们上课到晚上7点。他们当时同意了，因为她正在努力完成她所说的一切，但事后他们的反馈真的很糟糕，在他们看来，她的可信度永远被打掉了。
* Handle late arrivals and early exits carefully - don’t ignore them entirely; acknowledge the change in group composition and then continue, giving them time to land if they have come in late before you ask them to introduce themselves. If they leave the room and don't come back, if you can, schedule in a short comfort / refreshment break for everyone so you aren't neglecting the group whilst you find out what's happened. If you have a co-facilitator early exits are easier to handle. 小心处理迟到和早退的人-不要完全忽视他们；承认小组成员的变化，然后继续，如果他们迟到了，在你要求他们介绍自己之前，给他们时间安定下来。如果他们离开房间后没有回来，如果可以的话，为大家安排一个短暂的舒服/休息时间，这样你就不会在查明情况的同时忽略了团体的工作。如果你有一个结对主持人，提前退场会更容易处理。
* Don’t do “menial” tasks yourself – credibility is particularly important with groups. Your expertise as a facilitator or similar lies in group development not in making everyone tea, nor in being part of the group. The exception to making the tea is when you are in an unquestionable position of authority and have the charisma to carry it off - I heard from someone who had a meeting with Sheryl Sandberg that she was happy to pour the tea! 不要自己做 "琐碎 "的工作-信誉在团体中尤其重要。作为主持人或类似人员，你的专业在于小组的发展，而不是为大家泡茶，也不是成为团体的一部分。泡茶的例外情况是，当你处于无可置疑的权威地位，并且有足够的魅力来完成这项工作-我从一个与雪莉·桑德伯格（Sheryl Sandberg）会面的人那里听说，她很乐意倒茶!
* If you want to make a direct comment about the group and its communication style, ask from a place of impartial observation not expert analysis unless that's what you have agreed your role will be: So “I notice that the group has gone quiet since we raised this subject” will be less confrontational than “It seems to me that you’re avoiding this subject!” 如果你想对团体和它的沟通方式做一个直接的评论，请从一个公正的观察而不是专家分析的角度来问，除非你已经同意你的角色是这样的。因此，"我注意到，自从我们提出这个话题后，团体就变得很安静了"，这比"在我看来，你们在回避这个话题 "会少一些对抗性。
* Avoid resorting to name dropping ("But I've done this loads of times with XYZ company and they loved it") or overselling your experience or knowledge to compensate for any feelings of anxiety you have. Focus on their needs, not on yours. See Projective Identification below. 避免诉诸指名道姓（"但我在XYZ公司做过很多次，他们都很喜欢"），或过度推销你的经验或知识来弥补你的焦虑感。专注于他们的需求，而不是你的需求。见下面的投射性认同（译者注：投射性认同由梅兰妮·克莱因（Malenie Klein）引入的一个术语，后来在精神分析心理治疗中被广泛采纳。投射性认同可以被用作一种防御方式一种交流方式，一种原始的关系形式或通向心理变化的途径。用于摆脱不必要的部分或控制他人的身心。）。
4) Know that discomfort in your or in them – is normal
4）知道你或他们的不舒服是正常的。
* Good things can come out of discomfort in the group including learning and growth. However, there can be many unconscious processes (aka "Defence Mechanisms") at play that can impact on how the group and its members behave with each other and towards you. These can include: 团体中的不舒服可以产生好的东西，包括学习和成长。然而，可能有许多无意识的过程（又称 "防御机制"）在起作用，会影响到团体及其成员彼此之间以及针对你的行为。这些可能包括：
"Idealization" - when people look to someone in authority as the fount of all knowledge they can quickly idealize their positive qualities and underestimate the less positive ones. Whilst it's wonderful to have the feeling that the group likes and rates you, you need to be aware that they can just as easily switch when they realise that you're not perfect! The higher they put you harder you can fall - this is known as "splitting" where they are unable to tolerate ambivalent feelings, so things - or people - become "all good" or "all bad". "理想化"-当人们把有权威的人看作是所有知识的源泉时，他们会很快把他们的积极品质理想化，而低估那些不太积极的品质。虽然有团体喜欢和评价你的感觉是很好的，但你需要意识到，当他们意识到你并不完美时，他们也可以很容易地转换！他们对你的评价越高，你就越困难。他们把你放得越高，你就会越难受--这就是所谓的 "分裂"，他们无法容忍矛盾的感觉，所以事情-或人-变得 "都是好的 "或 "都是坏的"。
"Identification" - is when people model qualities and characteristics of another (person or group or organization) that lead to a feeling of one-ness. Organizations encourage this positively with company values, employer branding, uniforms, etc. For example, with groups in Basic Assumption "Fight or Fight" , if one person behaves badly, to create safety and a feeling of unity the rest of the group can follow suit. That can feel like you are being ganged up against. It's a form of scapegoating, and in larger societies, it can be collective prejudice. Just recognising that this is happening can keep you from feeling paranoid yourself. "认同"-是指人们对另一个人（个人或团体或组织）的品质和特点进行示范，从而导致一种一体感。组织通过公司价值观、雇主品牌、制服等积极鼓励这一点。例如，在基本假设 "战或逃"的团体中，如果一个人表现不好，为了创造安全和团结的感觉，团体的其他成员可以效仿。这就会让人觉得你被群殴了。这是一种替罪羊的形式，在更大的社会里，这可能是集体偏见。只要认识到这种情况正在发生，就可以使你自己不感到偏执。
"Projection" occurs when people in vulnerable circumstances can project their feelings out to another. So if for example, they're struggling to understand something you have said, or feeling anxious that they aren't liked or being taken seriously by the rest of group, or are less clever / senior / knowledgeable than others, they can project this out. And guess who gets to catch it?! Often you! The vulnerability / inadequacy becomes yours. This is known as "Projective identification" when you take on the (usually unwanted) feelings of another or the group and experience them for yourself. It can happen to therapists, coaches, presenters, trainers etc. – e.g. feeling stuck or incompetent - it’s the client / audience / group projecting its own anxieties. Don't let their anxiety become yours. Try to become an observer of yourself. How much is you and how much is the group's? "投射 "是指人们在脆弱的情况下就会将他们的感受投射到另一个人身上。因此，例如，如果他们难以理解你说的一些话，或为此感到焦虑，认为他们不被其他人喜欢或认真对待，或不如其他人聪明/资深/有知识，他们就会把这些投射出去。猜猜看谁会抓住它？通常是你! 脆弱/不足就会变成是你的。这就是所谓的 "投射性认同"，当你把另一个人或团体的感受（通常是不需要的）拿出来，自己体验。这种情况可能发生在治疗师、教练、演讲者、培训师等身上。- 例如，感到困顿或无能-这是客户/观众/团体投射给他们自己的焦虑。不要让他们的焦虑成为你的焦虑。试着成为自己的观察者。有多少是你的，有多少是团体的？
* Having a co-facilitator is invaluable so you can support each other and recognise when these phenomena are happening. Before you start the work together, agree a set of strategies & signals you can use to flag up issues and ensure you build in time to debrief at regular intervals, away from the group. 有一个结对主持人是非常有价值的，这样你们就可以互相支持，并认识到这些现象发生的时间。在你们开始工作之前，商定一套策略和信号，你们可以用它来提示问题，并确保你们有时间在团体之外定期同步。
To summarise 总结
There are many defence processes that can play out in groups, and the above are just a few of them. Learning more about them will help you to stay sane yourself even when under extreme psychological pressure. It is very easy to get sucked into Basic Assumption groups so knowing about them will help you to think when under fire, and reflect on the experience whilst you are actually having it. Learning to observe the dynamics and not get swallowed in them will help you avoid becoming paranoid yourself, and just accept that this is how things are with the group, at this moment. Then you can ask yourself what the group needs from you right now in order to feel safe enough to get back into Work Group mode. 有许多防卫过程可以在团体中进行，以上只是其中的几个例子。学习更多关于它们的知识将有助于你在极端的心理压力下保持清醒。人们很容易被卷入基本假设的团体中，所以了解它们将有助于你在受到攻击时进行思考，并在实际经历中进行反思。学会观察这些动态，不要被它们吞噬，将帮助你避免自己变得偏执，而只是接受这个团体在这个时候是这样的情况。然后你可以问自己，现在团体需要你做什么，以便有足够的安全感回到工作团体模式中。
I hope these posts have been useful - do contact me if you would like me to facilitate any kind of group or team event for you. I love the challenge! 我希望这些文章是有用的-如果你想让我为你促进任何形式的团体或团队活动，请联系我。我喜欢这种挑战！
Reading and further information 阅读和进一步信息
Bion, W.R. Experiences in groups and other papers, 1961. Latest edition Routledge Nov 1998.
Thornton, Christine. Group and Team Coaching, the Essential Guide. Routledge, 2010
The Centre for the Study of Groups and Social Systems www.csgss.org
www.nycgrouprelations.org/pdf/TavistockModel.pdf)
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