In the Forming stage, personal relations are characterized
by dependence. Group members rely on safe, patterned behavior
and look to the group leader for guidance and direction. Group
members have a desire for acceptance by the group and a need
to be know that the group is safe. They set about gathering
impressions and data about the similarities and differences
among them and forming preferences for future subgrouping.
Rules of behavior seem to be to keep things simple and to avoid
controversy. Serious topics and feelings are avoided.
The major task functions also concern orientation. Members
attempt to become oriented to the tasks as well as to one another.
Discussion centers around defining the scope of the task, how
to approach it, and similar concerns. To grow from this stage
to the next, each member must relinquish the comfort of non-threatening
topics and risk the possibility of conflict.
Stage 2: Storming
The next stage, which Tuckman calls Storming, is characterized
by competition and conflict in the personal-relations dimension
an organization in the task-functions dimension. As the group
members attempt to organize for the task, conflict inevitably
results in their personal relations. Individuals have to bend
and mold their feelings, ideas, attitudes, and beliefs to suit
the group organization. Because of "fear of exposure" or "fear
of failure," there will be an increased desire for structural
clarification and commitment. Although conflicts may or may
not surface as group issues, they do exist. Questions will
arise about who is going to be responsible for what, what the
rules are, what the reward system is, and what criteria for
evaluation are. These reflect conflicts over leadership, structure,
power, and authority. There may be wide swings in members’ behavior
based on emerging issues of competition and hostilities. Because
of the discomfort generated during this stage, some members
may remain completely silent while others attempt to dominate.
In order to progress to the next stage, group members must
move from a "testing and proving" mentality to a
problem-solving mentality. The most important trait in helping
groups to move on to the next stage seems to be the ability
to listen.
Stage 3: Norming
In Tuckman’s Norming stage, interpersonal relations
are characterized by cohesion. Group members are engaged in
active acknowledgment of all members’ contributions,
community building and maintenance, and solving of group issues.
Members are willing to change theirpreconceived ideas or opinions
on the basis of facts presented by other members, and they
actively ask questions of one another. Leadership is shared,
and cliques dissolve. When members begin to know-and identify
with-one another, the level of trust in their personal relations
contributes to the development of group cohesion. It is during
this stage of development (assuming the group gets this far)
that people begin to experience a sense of group belonging
and a feeling of relief as a result of resolving interpersonal
conflicts.
The major task function of stage three is the data flow between
group members: They share feelings and ideas, solicit and give
feedback to one another, and explore actions related to the
task. Creativity is high. If this stage of data flow and cohesion
is attained by the group members, their interactions are characterized
by openness and sharing of information on both a personal and
task level. They feel good about being part of an effective
group.
The major drawback of the norming stage is that members may
begin to fear the inevitable future breakup of the group; they
may resist change of any sort.
Stage 4: Performing
The Performing stage is not reached by all groups. If group
members are able to evolve to stage four, their capacity, range,
and depth of personal relations expand to true interdependence.
In this stage, people can work independently, in subgroups,
or as a total unit with equal facility. Their roles and authorities
dynamically adjust to the changing needs of the group and individuals.
Stage four is marked by interdependence in personal relations
and problem solving in the realm of task functions. By now,
the group should be most productive. Individual members have
become self-assuring, and the need for group approval is past.
Members are both highly task oriented and highly people oriented.
There is unity: group identity is complete, group morale is
high, and group loyalty is intense. The task function becomes
genuine problem solving, leading toward optimal solutions and
optimum group development. There is support for experimentation
in solving problems and an emphasis on achievement. The overall
goal is productivity through problem solving and work.
Stage 5: Adjourning
Tuckman’s final stage, Adjourning, involves the termination
of task behaviors and disengagement from relationships. A planned
conclusion usually includes recognition for participation and
achievement and an opportunity for members to say personal
goodbyes. Concluding a group can create some apprehension -
in effect, a minor crisis. The termination of the group is
a regressive movement from giving up control to giving up inclusion
in the group. The most effective interventions in this stage
are those that facilitate task termination and the disengagement
process.
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