research - tuckmans stages of group development

developmental sequence in small groups - tuckman 1965

human realtions group setting - contain ordinarily from 15 to 30 members, usually students or corporation executives, and one trainer or leader, and endure from about 3 weeks to 6 months.

the task is to help individuals interact with one another in a more productive, less defensive manner, and to be aware of the dynamics underlying such inter- action. The goal is interpersonal sensitivity

At the same time, and often through the same behaviors, group members will be relating to one another interpersonally. The pattern of interpersonal relationships is referred to as group structure

The first stage of task-activity development is labeled as orientation to the task, in which group members attempt to identify the task in terms of its relevant parameters and the manner in which the group experience will be used to accomplish the task.  

in the storming stage participants form opinions about the character and integrity of the other participants and feel compelled to voice these opinions if they find someone shirking responsibility or attempting to dominate. Sometimes participants question the actions or decision of the leader as the expedition grows harder. Group members become hostile toward one another and toward a therapist or trainer as a means of expressing their individuality and resisting the formation of group structure.Interaction is uneven and "infighting" is common. The lack of unity is an outstanding feature of this phase.

The third group structure phase is labeled as the development of group cohesion. Group members accept the group and accept the idiosyncracies of fellow members. The group be- comes an entity by virtue of its acceptance by the members, their desire to maintain and perpetuate it, and the establishment of new group-generated norms to insure the group's existence. Harmony is of maximum importance, and task conflicts are avoided to insure harmony

The fourth and final developmental phase of group structure is labeled as functional role-relatedness. The group, which was established as an entity during the preceding phase, can now become a problem-solving instrument. It does this by directing itself to members as objects, since the subjective relation- ship between members has already been established. Members can now adopt and play roles that will enhance the task activities of the group, since they have learned to relate to one another as social entities in the preceding stage. Role structure is not an issue but an instrument which can now be directed at the task.

only 50% of the studies identified a stage of intragroup conflict, and some of the remaining studies jumped directly from stage 1 to stage 3. Some groups may avoid the phase altogether

other info 

forming- team meets and learns about challenge then agrees on goals to accomplish tasks, members are well behaved but self focused, members are focused on becoming orientated to the talk and to the other members

storming- beginging of gaining others trust, opinions are voiced and conflict may begin as power and status is realised, this is the stage where many teams fail, some may question the teams goals, those left may experience stress.Disagreements and personality clashes must be resolved before the team can progress out of this stage, and so some teams may never emerge from "storming" or re-enter that phase if new challenges or disputes arise. without tolerance and patience the team will fail. Normally tension, struggle and sometimes arguments occur. This stage can also be upsetting.

norming- the team is aware of the competition and they share a common goal. In this stage, all team members take the responsibility and have the ambition to work for the success of the team's goals. They accept others as they are and make an effort to move on. they are able to ask one another for help and provide constructive feedback.There is often a prolonged overlap between storming and norming, because, as new tasks come up, the team may lapse back into behavior from the storming stage

performing- hard work leads, without friction, to the achievement of the team's goal. The team members are now competent, autonomous and able to handle the decision-making process without supervision. Dissent is expected and allowed as long as it is channelled through means acceptable to the team. 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 team to revert to storming as the new people challenge the existing norms and dynamics of the team.

These stages need not always be strictly followed one after the other; teams often get stuck halfway through the process. Rules of behaviour and agreements will then have to be drawn up but these are not always very productive. During the first two stages of the Tuckman stages of group development, it is about social-emotional tasks.