Stages Of Group Formation & Types Of Teams

Stages Of Group Formation

Forming Stage Storming Stage Norming Stage Performing Stage Adjourning Stage

Forming Stage

• In this stage groups are generally new groups that are learning how to work together hence have high uncertainty

• Members tend to be tentative and polite and to have little conflict

• Group need to identify their purpose, develop group norms, identify group processes, define roles, build relationships and trust

• Group usually need a strong leader who can help the team go through its forming activities

Storming Stage

• In this stage, group have moved past the early forming stages and are now encountering some disagreements or conflict. This is natural, but group need to find effective ways to handle conflict before they can move on to the next stage

• Members of this stage tend to exhibit increased conflict, less conformity and “jockeying” for power

• Group need to learn how to resolve conflict; clarify their roles, power, and structure; and build consensus through re-visiting purpose

• Group need leaders and other team members who are willing to identify issues and resolve conflict

Norming Stage

• Group have successfully moved out of the storming stage and are ready to move to a higher level of communication and problem-solving

• Members of this stage demonstrate an improved ability to complete tasks, solve problems, resolve conflict.

• Group of this stage need to learn to engage in more sophisticated problem-solving and decision-making, continue the use of effective strategies for conflict resolution and take greater levels of responsibility for their roles

• In this stage, leaders become less directive, team members feel empowered, and multiple leaders emerge

Performing Stage

• In this stage, Groups are at the highest level of performance and can process their strengths and weaknesses while accomplishing their goals

• In this stage, the team takes a flexible approach to roles and structures depending on the task at hand. The group is able to evaluate its effectiveness and views conflict is viewed as an opportunity. Group tend to be energetic, creative, and fun!

• Group need to hold high expectations for their performance. They often use sub-groups as well as the large group for decision-making and task completion. Group also recognize the need to ensure that all members are in agreement with the role and purpose of sub-groups

• In this stage, it’s often difficult to identify the leader, because everyone is sharing in leadership.

Adjourning Stage

• If a group has fulfilled its goals and objectives, it will move into the adjourning stage

• Organizational developments such as a restructuring can also trigger movement into the adjourning stage

• It is also called as “Mourning stage” as group members may feel a sense of loss and their motivation may decline when the group's work comes to an end, therefore important to recognize the group members for their accomplishments and celebrate the group's overall success

• Group leaders and managers can alleviate these feelings through appropriate plans for the transition.

Types Of Teams

• Problem-Solving Teams• Self-management Teams• Cross-functional Teams• Virtual Teams

Problem-Solving Teams

• A group of individuals assembled to work on a project that involves resolving one or more issues that have already arisen or to deal effectively with issues as they arise

• They are typically composed of 5 to 12 employees from the same department who meet for a few hours each week to discuss ways of improving quality, efficiency, and the work environment

• A problem solving team is formed for a limited time frame incorporating staff from different organizational levels with various relevant skill sets

• Organizations are relaying more and more on problem-solving teams to help solve organizational problems

Self-management Teams

• A self-directed team defines its own goals, while the self-management team is independent and the team members are interdependent

• They generally compose of 10 to 15 people who take on the responsibilities of their former supervisors, the responsibilities include:

• Collective control over the pace of work• Determination of work assignments• Organization of breaks• Collective choice of inspection procedures used

• Self-managed teams do not manage conflicts well• Fully self-managed teams select their own members, and the members evaluate

each other’s performance. As a result, supervisory positions take on decreased importance and may even be eliminated

Cross-functional Teams

• A group of people with complementary skills who are chosen to achieve a common goal and are mutually accountable for the team’s success

• Early stages of developing the team is long, as members learn to work with diversity and complexity

• Cross-functional teams have developed due to rapid pace for new product development, highly competitive markets, resizing and restructuring, new technologies and globalization

• Cross-functional teams function in an integrated manner• Allows access to combined intelligences• Brings together specialized talents representing functional areas

Virtual Team

• A virtual team is a group of geographically dispersed employees who are assembled using a combination of telecommunication and information technologies for the purpose of accomplishing an organizational task

• Members may represent very diverse backgrounds• Virtual teams are temporary• Lends itself well to adaptability• Shared leadership may be more effective due to member separation

Group Team

PurposeMembers think they are grouped

together for administrative purposes only.

Members recognise their independence and understand

both personal and team goals are best accomplished with mutual

support.

OwnershipMembers tend to focus on

themselves because they are not sufficiently involved in planning the

unit's objectives.

Members feel a sense of ownership for their jobs and unit, because they are committed tovalue based common goals that

they helped establish.

Creativity and Contribution

Members are told what to do rather than being asked what the best

approach would be.

Members contribute to the organisation's success by applying

their unique talents, knowledge and creativity to team objectives

Comparison Between Group & Team

Group Team

TrustMembers distrust the motives of colleagues because they do not

understand the role of other members.

Members work in a climate of trust and are encouraged to

openly express ideas, opinions, disagreements and feelings.

Questions are welcomed

Conflict Resolution

Members find themselves in conflict situations they do not know how to

resolve. Their supervisor/leader may put off intervention until

serious damage is done, i.e. a crisis situation

Members realise conflict is a normal aspect of human

interaction but they view such situations as an opportunity for new ideas and creativity. They work to resolve conflict quickly

and constructively.

Environment

Members tend to work in an unstructured environment with

undetermined standards of performance. Leaders do not walk

the talk and tend to lead from behind a desk.

Members work in a structured environment, they know what boundaries exist and who has

final authority. The leader sets agreed high standards of

performance and he/she is respected via active, willing

participation.

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