Theories of Group Formation

1036 WordsApr 18, 20105 Pages
Theories of Group Formation Below is an explanation of the different models of group formation processes by Lewin, Tuckman, McGrath, and Gersick including the major features, steps, and characteristics. Tuckman (1965), stated these roles/processes are needed for group formation: Forming: Group members learn about each other, and the task at hand. Indicators of this stage might include: unclear objectives, confusion, and low morale. Storming: As group members continue to work, they will engage each other in arguments about the structure of the group which often are significantly emotional and illustrate a struggle for status in the group. Lack of cohesion marks this phase. Norming: Group members establish implicit or explicit…show more content…
Leaders, however, should make sure the team succeeds in identifying specific purposes and goals. If the leader of a group wants to improve performance overall, he/she needs to find a way of the group taking shared ownership for the results. It is likely that a shift from individual responsibility to shared responsibility can only be achieved if the pay and reward system has a significant element that is dependent on the overall outcome. The knowledge, skills and attitudes of the leader may also need to shift significantly to be effective in this new environment. For example, a leader may need to share all of the individuals' results with the group. The group has the right to know how others are performing if their pay depends on it. This could be a challenging experience for a leader who has avoided the potential emotional stress that can be caused by this level of openness. Kozlowski and Bell (2003), stated that team training and leadership interventions have the potential to enhance team development, it is a process that generally unfolds naturally without intentional intervention. Thus the potential for improving team development and team effectiveness in many organizations is high. “However, team training and team leadership are key leverage points for enhancing the developmental process by intervening before or as teams are formed (team training) and as they proceed through the developmental process in the work setting (team leadership and coaching).”
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