A number of theoretical models have been developed to explain how certain groups change over time. In some cases, the type of group being considered influenced the model of group development proposed as in the case of therapy groups. It is natural for individuals and groups to try to hold onto each other. The therapist should help these members focus on transfer of learning and encourage risk taking outside the group” (Yalom 1995, p. 363). Alternatively, groups may subtly pressure a particular group member to remain because they value the departing member’s contributions and will miss him or her.
The team leader will need to be actively involved with such teams. The sooner the team leader addresses issues and helps the team move to a more effective way of working together, the more likely the project is to end successfully. In the “adjourning” stage the project is coming to an end and the team members are moving off into different directions. This groups development stage looks at the team from the perspective of the well-being of the team rather than from the perspective of managing a team through the original four stages of team growth. In this stage, the team leader may not be as involved in decision making and problem solving since the team members are working better together and can take on more responsibility.
Orientation (forming Stage)
When all the emotional issues have been solved, the team is ready for the next stage. Use a carefully calculated time count, delegate tasks effectively and allocate the project budget to a tee. Team members can have different feelings and attitudes towards the project. Some people may be excited 🤩about the upcoming work, but the majority will be cautious, anxious 🤔and hesitant, avoiding expressing themselves.
Team members are able to prevent or solve problems in the team’s process or in the team’s progress. A “can do” attitude is visible as are offers to assist one another. Roles on the team may have become more fluid, with members taking on various roles and responsibilities as needed. Differences among members are appreciated and used to enhance the team’s performance.
#3 Norming Stage
Such a person may be much older or younger than the rest of the group, the lone woman, the only member with a particular disorder, or the person from a distinctive ethnic or cultural minority. The leader should consult privately with people who stand out in the group to determine from their unique perspective how they are experiencing the group. They should always be allowed to be the experts on their own situation. Further, clients should be encouraged to define the extent of their identification with the groups to which they belong and to determine what that identification implies. Figure 4-1 provides the characteristics of fixed and revolving membership groups.
Even in this stage, there is a possibility that the team may revert back to another stage. For example, it is possible for the team to revert back to the “storming” stage if one of the members starts working independently. Or, the team could revert back to the “forming” stage if a new member joins the team. If there are significant changes that throw a wrench into the works, Debugging it is possible for the team to revert back to an earlier stage until they are able to manage through the change. For a high performing team, the end of a project brings on feelings of sadness as the team members have effectively become one and now are going their separate ways. His theory, called “Tuckman’s Stages”, was based on research he conducted on team dynamics.
#4 Performing Stage
The first phase pays attention to orientation and establishing safe, effective working relationships. The end phase is a deliberate, positive termination of group business. Evidence suggests that groups typically outperform individuals when the tasks involved require a variety of skills, experience, and decision making.
The first of these tracks involves activities that are tied to the specific task being performed. These activities include interactions of the team members with tools and machines, the technical aspects of the job (e.g., procedures, policies, etc.), and other task-related activities. The other track of activities is devoted to enhancing the quality of the interactions, interdependencies, relationships, affects, cooperation, and coordination of teams. Her results seem to indicate that there is a significant relationship between the length of time that a group had been meeting and the verbal behavior patterns of its members. Also, members of older groups tended to perceive their groups to have more of the characteristics of Stage-3 and Stage-4 groups and to be more productive.
Is The Team Effective Or Not?
A member who asserts authority or is knowledgeable may be looked to take control. Team members are asking such questions as “What does the team offer me? ” Most interactions are social as members get to know each other.
Can groups skip the storming stage?
Storming isn’t necessarily a bad thing: “Disagreements within the team can make members stronger, more versatile, and able to work more effectively as a team.” Unfortunately some teams never grow past this stage because of frequent changes in team membership, leadership or goals.
They will be able to diagnose the causes of their problems and come up with appropriate methods to solve them. For example, learning about healthy eating habits can make the individual more aware of the substances groups development that they are putting into their bodies. During the beginning phase of the group, all members should feel that they have a part to play in the group and have something in common with other members.
Don’t Try To Avoid Conflict It Is Normal And Can Be Healthy.
Such issues can relate to things like the group’s tasks, individual roles and responsibilities or even with the group members themselves. During the Norming stage of team development, team members begin to resolve the discrepancy they felt between their individual expectations and the reality of the team’s experience. If the team is successful in setting more flexible and inclusive norms and expectations, members should experience an increased sense of comfort in expressing their “real” ideas and feelings. Team members feel an increasing acceptance of others on the team, recognizing that the variety of opinions and experiences makes the team stronger and its product richer.
He believed that these stages are inevitable in order for a group to grow to the point where they are functioning effectively together and delivering high quality results. This stage begins to occur as the process of organizing tasks and processes surface interpersonal conflicts. Leadership, power, and structural issues dominate this stage. In the _____ stage of group development, members typically try to get a feel for what is expected of them, what types of behaviors are out of bounds, and who’s in charge. You can see that the first meeting of the group sets the group’s direction.
Author: Amy Danise