Uncertainty, fear, and anxiety are common emotions that exist among members within the initial stage. Members will likely be guarded, cautious, and hesitant to engage openly. At the same time, some members will chomp-at-the-bit, jumping in with both feet, expectation of finding quick solutions to their problems. Throughout this stage, members will carefully monitor the leaders behaviour to establish a sense of safety within the group. The leader’s response can either nurture or destroy trust. Their reactions to conflict will be interpreted as the level of trust and safety. Leaders must act intentionally and deliberately in their responses, always considering of the groups needs and goals (Corey et al., 2018).

Hidden agendas are destructive forces that immobilize the group process, destroying safety and trust. Hidden agendas lie beneath the surface, fighting to stay alive by avoiding exposure. They devastate groups, increasing mistrust, silencing members, causing defensiveness, and preventing connections from forming.

Signs that hidden agendas exist:

Trust is low; tension is high; members are guarded; resistance to become vulnerable can be felt; leaders work harder than members; things just aren’t fitting or making sense.

Without exposing and discussing hidden agendas, groups cannot move forward. Leaders must facilitate the dialogue to face hidden agendas with patience, respect, and bravery; it in not a comfortable conversation to have, but a critical one (Corey et al., 2018).

I am drawn to the functioning of process groups that focus on here-and-now communication and issues. The key function of this type of group is the emphasis on exploring present interactions between members.  Themes are not prescribed; they emerge from in-the-moment connections that are unveiled within group dynamics. Focusing on what is happening in the room allows opportunities for members to develop the skills necessary to deal with everyday life challenges, unpack reactions in a safe space, explore underlying concerns, and learn to apply new practices that serve them better (Corey et al., 2018).