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The Group is loose, now what do we do?

The Power Equity Group Model

Consider a model of groups where the resources and diversity each person are available and explored. The Power Equity Group Model compels the resources of each member to emerge and to be acted on.

Those with experience developing and working with groups are often aware that the group takes on a life of its own. The Power Equity Group Model validates this knowledge and helps you to understand and use this phenomenon in your group experience and work.

A Power Equity Group:

• Requires us to act on a world view of cooperation, rather than competition;
• Heightens awareness of diversity and enables members to value and work with it;
• Empowers both individuals aid the group;
• Facilitates leadership emerging in ways that enhance the work of the group;
• Is a dramatic tool for personal and group change; and
• Taps the personal sense of the spirit, as well as the larger sense of the universe.

Table of Contents

Section I: Basic Power Equity Group Theory

     Chapter 2 - Introduction to the Power Equity Group
     Chapter 3 - The Three Forms of the Power Equity Group

Section II: This Moving, Alive Power Equity Group

     Chapter 4 - Resistance and Boundaries
     Chapter 5 - The Movement of the Group

Section III: Groups and Levels of Awareness

     Chapter 6 - Levels of Awareness
     Chapter 7 - The Intrapersonal Level Person
     Chapter 8 - The Interpersonal Level Person
     Chapter 9 - The Group Level Person
     Chapter 10 - Comparing the Three Levels of Group

Section IV: The Group Member

     Chapter 11 - Differentiation and Inclusiveness
     Chapter 12 - Holdovers from Dominance and Subordinance
     Chapter 13 - Learning and Creativity

Section V: Living with Equity

     Chapter 14 - The Power Equity Ghroup in Action
     Chapter 15 - Etiquette and Ethics
     Chapter 16 - The Group as Energy

Appendices
     A Comparison of The Three Kinds of Groups
     Examples of Where Power Equity Groups Can Be Found
     Reading List

Author

Carol Pierce, a member of the NTL Institute, is a process consultant and diversity trainer. She was a founding partner of newdynamics in1972. As an innovator in the field of organization development diversity education, she is a developer of widely-use models for gender, race and cultural, and sexual orientation work.

Ms. Pierce is a creator of the Power Equity Group theory and model which demonstrates how flatter, more egalitarian structures enhance creativity and acknowledge the full range of diversity among members of a group. She is a founder of the Power Equity Training Group, which makes this innovative method available to those who facilitate and work in groups.

Reader Comments about A Power Equity Group:

"We have forgotten about attentiveness - how to pay attention to something greater than ourselves."
Lynda Stolzman, President, Lynda Stolzman Associates, Inc., Organization Development Consultant, St. Petersburg, Florida

"Power Equity Group work helps us understand why many diversity interventions turn out to be less effective than we hoped. The Power Equity Group model provides diversity practitioners with a critical knowledge base and skills necessary far the field of diversity work."
Ben Harrison, Ph.D., Diversity /Organization Development Consultant, Member of NTL Institute, former Internal Diversity Consultant for Hewlett-Packard Company

"I find the Power Equity Group (PEG) lab, upon which this book is based, to be a profound experience. Personal and professional learning are blended. I encourage teachers, consultants, coaches, and anyone who works with people to experience a PEG lab in order to more clearly understand the value of PEG theory. They will be better prepared to support clients as they respond to contemporary diversity issues."
Jacqueline Bearce, Ed.D., Past Board Member of NTL Institute, Psychologist, Organization Development Consultant, Executive Coach, Diversity Trainer

"I value how the Power Equity Group brings the different voices of diversity, such as gender, race, and culture, into the room. The dynamics of difference can be acknowledged and processed in a way that supports self-awareness and learning."
Joel Shapiro, MSW, Director of Employee Assistance & Wellness Programs, University of Vermont, psychotherapist.