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If You Want To Go Fast, Go Alone. If You Want To Go Far, Go Together

The document discusses the five stages of group development: forming, storming, norming, performing, and adjourning. It describes the observable behaviors, feelings, thoughts, and leadership required at each stage.

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ajaysatpadi
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53 views

If You Want To Go Fast, Go Alone. If You Want To Go Far, Go Together

The document discusses the five stages of group development: forming, storming, norming, performing, and adjourning. It describes the observable behaviors, feelings, thoughts, and leadership required at each stage.

Uploaded by

ajaysatpadi
Copyright
© © All Rights Reserved
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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If You Want To Go Fast, Go Alone.

If You Want To Go Far, Go Together


Group development stages
Figure

Forming Storming Norming Performing Adjourning

PhotoDisc

Copyright 2002 by Harcourt, Inc. All rights reserved.


Forming
Observable Behavior
Politeness
Orienting with others personally and
professionally
Avoids controversy
Attempts to define tasks, processes, and how it
will be decided here
Forming
Feelings and thought
Many feel excited, optimistic, and full of
anticipation
Others may feel suspicious, fearful, and anxious
Pride in being chosen for the group
What is expected of me?
Why are they here?
What is expected of me?
Uncertainty
Apprehension
Forming
Leadership Required
Visionary, Director Provide structure and clear
task
direction
Allow for get-acquainted time
Create an atmosphere of confidence and optimism
Active involvement
Leader makes many decisions
One-way communication
from leader to employee
Storming
Observable Behavior
Arguing among members
Vying for leadership Differences in points of
view and personal style are evident
Lack of role clarity/ambiguity
Power struggles and clashes
Lack of consensus-seeking behaviors
Storming
Feelings and thought
Feel Defensive
Confusion, loss of interest
Resistance to tasks
Fluctuations in attitude about the team
Unsure if I agree with teams mission and
purpose.
Question the wisdom of others
Increase in tension and jealousy

Storming
Leadership Required
Facilitator
Acknowledge conflict
Guide others toward consensus
Get members to assume more task responsibility
Teach conflict resolution methods
Offer support and praise
Actively involved
Leader consults but makes final decisions
Fair amount of clarifying, persuading and
explaining
Norming
Observable Behavior
Processes and procedures are agreed upon
Comfortable with relationships
Focus and energy on tasks
Effective conflict resolution skills
Sincere attempt to make consensual decisions
Balanced influence, shared problem solving
Develop routines
Sets and achieves task milestones
Norming
Feelings and thought
Sense of belonging to a team
Confidence is high
Many feel a new ability to express criticism
constructively
Acceptance of all members in the team
General sense of trust
Assured that everything is going to work out
okay
Freedom to express and contribute

Norming
Leadership Required
Coach and Sponsor
Give feedback and support
Plan celebrations
Allow for less structure
Promotes discussion
Asks for contributions from all employees
Collaboration
Observant for a big pitfall here: groupthink
Encouraging others in making decision
Continues to build strong relationships
Performing
Observable Behavior
Fully functional teams
Roles are clear inter-dependence
Team able to organize itself
Flexible members function well individually, in
subgroups or as a team
Better understand each others strengths and
weaknesses and insights into group processes

Performing
Feelings and thought
Empathy for one another
High commitment
Trusting friendships
Fun and excitement
Lots of personal development and creativity
General sense of satisfaction
Continual discovery of how to sustain
feelings of momentum and enthusiasm

Performing
Leadership Required
Provides little direction and decisions
Leader sets goals: team accomplishes
Low amounts of two-way communication needed
Give positive reinforcement and support
Share new information
LEADERSHIP
Best

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