Group Dynamics:
Group Stages & Development
PERSONAL REFLECTIONS ON OUR GROUP DEVELOPMENT
"Overall our team had a positive outlook while completing this project. We entered the "FORMING" stage (Tuckman) with an exercise from Pajaro Dunes, in which camaraderie and the “get-it-done” attitude was evident. As we were integrating the exercise, it was clear that we had a general idea of the task at hand. However, during our content research phase and designing the final format, I perceived that we entered a period of confusion, and questioned our research and process (Gersick’s Phase I).
As we were NORMING (Tuckman), we managed to take on responsibilities, be open to feedback and, at times, make decisions unanimously. However, I perceived periods of inconsistency and anxiety (attributes of the storming stage) during what seemed to be our performing stage. Despite the fact that we were completing this project over the holidays, we remained task focused and constantly checked in with one another on our individual tasks progress. Upon completion we perceived positive experiences and opportunities for improvement as described on Gersick's Phase II Punctuated Equilibrium Model."
JENNY
"Through this Task Attack experience, there are two models that resonated with me most as it applied to David, Marci, Jenny and myself developing as a team. The first was Charrier’s “Cog’s Ladder”. As I review the steps, it was clear that we shifted from being polite, to clarifying why we’re here and ultimately fast tracked into a combination of the Power Stage and Cooperation Stage. The fast tracking was a result of our deadline coming up soon and the power stage showed up when we had to make decisions; in particular the layout of the website. There were certainly no criticism, or arguments, but there were definitely moments when some of us withdrew and others took control.
The other model is Gersick’s “Punctuated Equilibrium Model”. Our initial approach (Phase One) to the work was stable and relatively slow in terms of progress. We also didn’t assign clear roles; e.g., leader of the project, and tasks from the beginning. It wasn’t until the mid-point that we each started to play a role and produce content. This led to Phase Two when our project started to crystalize. Although I believe we were productive, it was clear that lack of role clarity on the project led to some duplication of work and misunderstanding of approach."
MARC
"The Team Performance Model by Drexler/SIbbett/Forrester offers a great mirror for our team experience. The first four stages of the model reflects the common patterns during creation of a team. The final three stages refer to increasing performance.
In the ORIENTATION stage, we clearly determined our purpose which made it easy to move into the next phase of our assignment. For stages 2 (Trust Building), 3 (Goal Clarification), and 5 (Implementation), we took an organic approach, rather than defining roles or responsibilities up front. Because of this, the team regularly questioned who does what, when and how.
This demonstrates the need to resolve and master each stage, according to the TPM, model. Taking this path likely reduce confusion, overlap, and stress. The beauty of this model is that you can always go back and review each stage, refine it, and move forward. "
"Our team’s OD and website expertise provided a good foundation for our work. Gersick’s punctuated equilibrium model seems to describe our pattern, with some initial planning but refinement required as the deadline approached.
Our final product will be good, but this experience highlighted for me potential challenges associated with ad hoc virtual teams.
These include:
-differences in group members’ time commitments and ability to contribute
-learning new technology
-communications, work processes and schedule that evolve over time
This exercise provides useful context for the temporary and virtual team chapters in the Team Building book."
DAVID
MARCI
WELCOME TO OUR WEBSITE!
This website is designed to help you understand group stages and development, an important element of group dynamics, and equip you with tools to help with your work in this area. We hope you find it useful!
GROUP DYNAMICS:
“a field of inquiry dedicated to advancing knowledge about the nature of groups, the laws of their development and their interrelations with individuals, others groups, and larger institutions”
Cartwright, D. & Zander, A. (1968). Group Dynamics. New York, NY: Harper & Row, p. 19.
WHY IS THIS RELEVANT TO YOU?
Group dynamics is a foundational cornerstone of an OD practitioner's knowledge base. This allows you to understand group formation, communication and sustainability. You will be able to provide a lens to study individuals’ influence within a group and help group members raise awareness in order to achieve change.
IMPORTANT PERSPECTIVES
This website contains profiles of some of the best known and most commonly used models of group development of the more than 100 that have been identified. Dynamics will vary by group. Consequently, the applicability of a given model can be expected to vary based on the circumstances. Please note that some models are focused on a group’s development as a functioning unit while others focus on the dynamics of a specific task.