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It's always better to identify those people who are leaders of a particular group and then confront them individually. If you do the confrontation well, the message filters down and change begins to happen organically. When people are confronted as a group, they deflect the blame or need for change onto the group and are less likely to take personal responsibility.
So, if you have a group of seniors causing problems in your meetings, figure out who the gang leader is, and have a talk with him or her. If you have a group of new members who are not meeting expectations, identify the most influential member of the group, and have a talk with him or her.
For the Greeks reading... Don't "call all the pledges together" for a group confrontation. That's just poor leadership. All you do when you do this is assert your power and authority, which is more about your ego than affecting change. By doing a constructive confrontation with those influential new members, you get the leadership wheels turning in the right direction.
By the same token, don't stand up at your meeting and go on a rant. You think you're confronting the group about something, but all you're doing is venting and damaging your reputation as a leader. Calm yourself down by venting to a trusted friend or your advisor, then start figuring out who the leaders are and plan your individual conversations.
Don't confront your officers, your teammates, or your staff as a group. While you might put a group on guard about something pissing you off, you don't usually get the change you really crave. Take the time, and do it right. Confront the individuals for best results.
