In the debriefing we discuss the concepts of irrational group process such as scapegoating, social projection and stereotyping, using people's actual behavior during the exercise as illustration. Few people would publicly state that they are guilty of such behaviors. A discussion about these kinds of behaviors thus remains at an abstract level with moralizing undertones. The exercise shows how we construct our reality to not only confirm these boundaries but also make them more impermeable than they actually are. The exercise comes out of the work of Bion and the Tavistock group relations work.
Groups operate on rational and irrational levels.
Examples of irrational behavior stemming from these assumptions include stereotyping, social projection, and scapegoating. When task, roles, boundaries, and leadership are not clear, or are not managed well, there is an increased possibility that irrational processes will take hold. In a work group or organization, being able to understand the dynamics of the group as a whole and the dynamics between groups allows its members to increase their awareness and ability to make choices about their role and function in the group setting. Tavistock Primer, The 1977 Annual Handbook for Group Facilitators. The A.K. Rice Institute.