The Stages of Group Development

The stages of group development consists of Forming, Storming, Norming and Performing that was first introduce by Bruce Tuckman in 1965, who maintained that these phases are all necessary and predictable in order for the team to grow, face up to challenges, tackle problems, find solutions,  plan work, and deliver results.

In the Forming stage, it is the initial stage of group development when people join the group, gets to know each other, and begins to work together and define the group’s purpose, structure, and leadership. Behavior of each group member is determined by desire either it can be accepted by one another to avoid controversy or conflict. The group meets and learns about the opportunities and challenges, and then agrees on goals and begins to deal with the tasks. Each group member has to be independently, and motivated themselves that related with the issues and objectives of the group. Group members are usually on their best behavior but very focused on themselves. Supervisors of the group need to be directive during this stage. The forming stage is very important because, the groups members can get to know each other, exchange some personal information, and make new friends. This is also a good opportunity to see how each group member works as an individual and how they respond to pressure.

In the storming stages, it is one of inter group conflict, which each of the group member has different ideas compete for consideration. Group members open up to each other and confront each other's ideas and perspectives. Group members also accept the existences of the group but resist the control that the group imposes on individually. Further, there is conflict over who will control the group. When this stage is complete, there will be a relatively clear hierarchy of leadership within the group and agreement on the group’s direction. The storming stage is necessary to the growth of the group. It can be contentious, unpleasant and even painful to members of the group who are averse to conflict. Tolerance of each group member and their differences should be emphasized. Without tolerance and patience the group will fail. This phase can become destructive to the group and will lower motivation if allowed to get out of control. Some group will never develop past this stage. Supervisors of the group during this phase may be more accessible, but tend to remain directive in their guidance of decision-making and professional behavior. The group members will therefore resolve their differences and members will be able to participate with one another more comfortably. The ideal is that they will not feel that they are being judged, and will therefore share their opinions and views.

In the Norming stages, it is one in which close relationships develop and the group demonstrates cohesiveness. There’s now a strong sense of group identify and camaraderie. It results from differences between initial expectations and the reality of the situation as perceived by the members. Members may have varying opinions of what the group was to do and how to accomplish it. Members are also beginning to confront the differences in their personalities and values, a condition that is present anytime strangers meet. Members may feel anger or frustration with the task or with other members or may even resent the presence of formal leadership. To avoid frustration and anger among the member, other group member who manages to have one goal and come to a mutual plan for the group at this stage. Some may have to give up their own ideas and agree with others in order to make the group function. In this stage, all group members take the responsibility and have the ambition to work for the success of the team's goals.

In the performing stages, the group structure at this point is fully functional and accepted. Group member has moved from getting to know and understand each other to performing the task. Structural issues have been resolved, and structure can now become supportive of task performance. The group member is accomplishing work effectively. Production is high and the climate is positive. Member attitudes are characterized by positive feelings and eagerness to be part of the group. Members are confident about the outcome, enjoy open communication, exhibit high energy, and disagreement is welcome and handled without emotional conflict. The group members have become interdependent. By this time, they are motivated and knowledgeable. The group members are now competent, autonomous and able to handle the decision-making process without supervision. Disagree is expected and allowed as long as it is channeled through means acceptable to the group. Supervisors of the group during this phase are almost always participation  The group will make most of the necessary decisions. Even the most high-performing teams will revert to earlier stages in certain circumstances. Many long-standing teams go through these cycles many times as they react to changing circumstances. For example, a change in leadership may cause the group to revert to storming as the new people challenge the existing norms and dynamics of the group.

In the adjourning stages, it is group development for temporary group. Adjourning refers to the team breaking up after the task has been completed. At this stage, group prepares to disband. High levels of task performances are no longer the group’s top priority, characterized by concern with wrapping up activities rather then task performance. It depending on the group's success in accomplishing its task and how strongly the members have bonded, this stage may reflect either a sense of loss or relief. When a group ends, time should be spent addressing how it should be done to properly recognize the group's accomplishments. Responses of group members vary at this stage. Others may be saddened by the loss of camaraderie and friendships gained during the work group’s life.