Group development
“We few, we happy few, we band of brothers.”
William Shakespeare's 'Henry V' (King Henry Act 4, Scene 3)
For groups to perform effectively takes time - time for people to become better acquainted, time to assess each other's strengths and weaknesses and time to reflect whether they can identify with the group's values, beliefs, attitudes and general style, - what's often referred to as the organisation's 'culture'.
There have been many studies into how a disparate group of individuals develops into a more cohesive unit. A leading light in this research was Bruce Tuckman who suggested that groups have a defined growth cycle.
Forming - at the 'forming' stage, the individuals in a newly established group need to become acquainted with one another, understand each other's views, expectations, ideas and stated objectives. Quite naturally, at this point the people in the group are likely to feel somewhat inhibited.
Behaviour is likely to be polite, guarded in disclosing personal or work-oriented information or even in offering opinions on certain issues and watchful of each other's behaviour and conversation. Each individual tends to want to establish her/his personal identity within the group and to make an initial impression.
During this stage you, as leader, must be seen to be open with information and ready to answer the many questions that come your way. Boundaries, strengths and weaknesses will be tested, including yours. There is likely to be some baggage regarding the way people have been treated in the past, which might result in some clinging to the old ways if their experience was positive, or suspicious and apathetic if it left scars.
Storming - most groups go through a 'storming' stage when the preliminary, and often false, consensus on purposes, on leadership and other roles, on norms of work and behaviour, is challenged. Once the group members have gained confidence in their abilities, a certain amount of infighting is likely.
This is a difficult time for you all. Group members are more concerned with the impression they are making than the task(s) in hand; wanting to be respected, battling with feelings of inadequacy, wondering who will support or undermine them, and above all wanting to prove their value to the group. There is a danger of factions forming and some members becoming isolated.
At the 'storming' stage, a lot of personal agendas are revealed and there's much inter-personal hostility. If successfully handled, this period leads to a new and more realistic setting of objectives, procedures and norms.
Norming - a group might pass quickly through the 'storming' stage. Alternatively, it may get stuck there. Much will depend on your ability to concentrate the group's attention on achieving certain goals.
If/when you and the group do reach the 'norming' stage, this can be an exciting time - big decisions can be made, new ideas turned into reality, risks taken and failure seen as simply another step along the road to success. Roles and relationships are now secure and people feel freer to exercise their talents.
Performing - breaking out of the 'storming/norming' cycle is no easy matter but once at the 'performing stage', the group becomes more cohesive. Group members are more supportive of you and each other, share information and ideas and tolerate each other's differences. A greater professional closeness begins to emerge as does a preparedness to use each other's strengths and talents. The group is now more resourceful and flexible in its approach to problem-solving. It has matured.
It is characterised by plenty of healthy conflict, of the type that does not damage the fabric of the relationships and is peppered with fun and humour.
Having entered the 'performing' stage, the group could remain there for a long time or may fall back into any of the stages. Much depends on whether group members leave the group and the degree of integration of new members. If the new members do not integrate well, the group may find itself back at the 'forming' stage.
Adjourning - the ‘adjourning’ stage is about bringing a sense of closure to a group whose project is complete. If the group successfully negotiated the first four stages, there may be some bonding between members and a sense of loss at disbanding those relationships.
Individuals will be looking back to when the group first came together and noticing how far they have come and what their contribution has been to the whole. The way in which you handle this can have a profound effect on the attitude and willingness of individuals to commit whole-heartedly to the next group they join. This will be especially important if you decide to address your current challenges by bringing together particular individuals from across the organisation to complete a specific, time-limited project (see 'working in small groups' in the managing section).
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The 'adjourning' stage is the opportunity to reflect how far the group has come and to recognise individual and group achievements. It's also a time to make sure that all stakeholders are aware of such achievements.
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something2ponder...where on Bruce's cycle is your group? If at the 'storming' stage, what is holding you back?