Chapter 2 Group Development 1 Group Development Stages we use Tuckman s Group Development Stages model because it is well recognized in communication and business management literature it is easy to remember and it remains one of the most comprehensive models of group development relevant to all types of groups a Forming Stage during the initial forming stage members carefully explore both their personal goals and the group s goal They try to understand their tasks test personal relationships and determine what behaviors are acceptable At this point in the group development process the most important job is not to build a better rocket or debug a new software product or double sales it is to orient itself to itself i Primary Tension ii Resolving Primary Tension 1 Primary tension is the social unease and stiffness that accompanies the getting acquainted stage in a new group 2 Before a group can work efficiently and effectively members should try to reduce primary tension 3 Early socialization experiences have a long term impact on newcomers satisfaction performance and intention to stay in a group 1 Recognizing and discussing primary tension is one way of breaking its cycle 2 Be positive and energetic Smile Nod in agreement laugh exhibit enthusiasm 3 Be patient and open minded knowing that primary tension should decrease with time 4 Be prepared and informed before your first meeting so you can help the group focus on its task b Storming Stage as a group gradually moves from the forming stage to the storming stage disagreements arise In the storming stage groups address the conflict cohesion dialectic and the leadership followership dialectic During this stage group members may become argumentative and emotional As the group tries to get down to business the most confident members begin to compete for both social acceptance and leadership i Secondary Tension 1 The frustrations and personality conflicts experienced by group members as they compete for acceptance and achievement within a group are the source of what Bormann calls secondary tension c Norming Stage 2 Secondary tension emerges when members have gained enough confidence to become assertive and even aggressive as they pursue positions of power and influence 3 Conflicts can result from disagreements over issues conflicts in values or an inability to deal with disruptive members 4 The signs of secondary tension high level of energy and agitation noisier more dynamic and physically active 1 Often one or two members will joke about the tension 2 relieving some of the stress If secondary tension threatens to disable a group someone needs to bring up secondary tension as an issue that the group needs to recognize and minimize by focusing on the group s goal ii Resolving Secondary Tension i Once a group moves to the norming stage members resolve these early tensions and learn to work as a committed and unified team ii As members begin to build trust in one another they are more willing to disagree and express opinions iii They develop methods of achieving group goals and establish iv norms and rules of engagement Communication becomes more open and task oriented as members solidify positive working relationships with each other v Members have begun balancing a wide range of group dialectics with special emphasis on norms conforming nonconforming task requirements structure spontaneity and adapting to member characteristics homogeneous heterogeneous i When a group reaches the performing stage members are fully engaged and eager to work ii Roles and responsibilities are fluid they adapt and change iii according to group needs and task requirements In this stage group identity loyalty and morale are generally high iv When groups reach the performing stage members focus their energies on both the task and social dimensions of group work as they make major decisions and solve critical problems v During this stage interaction patterns reflect virtually no tension rather the members are jovial loud boisterous laughing and verbally backslapping each other d Performing Stage e Adjourning stage i When a group reaches the adjourning stage it has usually achieved its common goals and may begin to disband ii After achieving a goal or completing an assigned task a group may have no reason to continue iii When groups adjourn the dialectic balance shifts from engagement to disengagement iv Some writers describe the fifth stage as mourning which recognizes the loss felt by group members 2 Group Goals an effective group has both a clear understanding of its goal and a belief that its goal is meaningful and worthwhile Clear elevated foals challenge group members and give them the opportunity to excel both as individuals and as a group a Establishing Group Goals i If your group develops its own goal the motivation of members to achieve that goal is heightened ii This increase in motivation occurs because group based goal setting produces a better balance of member and group needs a better understanding of the group actions needed to achieve the goal and a better appreciation of how individual members can contribute to group action iii Group goals should be both specific and challenging iv Specific goals lead to higher performance than do generalized goals v Regardless of the circumstances or the setting your group will benefit by asking six questions about your goals 1 Clarity Is the goal clear specific and observable if achieved provoking 2 Challenge If the foal difficult inspiring and thought 3 Commitment Do members see the goal as meaningful realistic and attainable Are they dedicated to achieving the goal 4 Compatibility Can both group and individual goals be 5 Cooperation Does the goal require cooperation among achieved group members 6 Cost Does the group have adequate resources such as time and materials to achieve the goal b Balancing Group Goals and Hidden Agendas i When a group agrees on a clear and important goal members can pursue both groups and individuals goals as long as their personal goals do not undermine the group goal ii When a member s goal is kept private and is different from the group s common goal the result is a hidden agenda When they become more important than a group s goal the result can be group frustration and failure because real issues and concerns may be buried while pseudoarguments dominate the discussion iii Effective groups deal with hidden agendas by recognizing them and trying to resolve them whenever they