The capacity to build a framework that supports positive contact and influence is critical to a group's performance success. There are several models that explain group stage processes, but Bruce Tuckman's notion of sequential phases is the most well-known. Formation, storming, norming, performing, and adjourning are the stages of group development. It is critical to have a thorough understanding of the actions and events that occur during these stages in order to apply tactics that prevent failure while accelerating progress toward great performance. Managers are thus entrusted with leading the group through the many stages of communication, decision-making, and resource access and direction for the achievement of team goals. Specific Managerial Actions in each Stage
Forming
Formation involves the actual coming together of individuals to form a group. In this step, most of the members tend to be uncertain and wary concerning how to behave, and what is expected out of them due to the relatively minimal knowledge concerning the tasks and goals. The manager here must, therefore, work to ensure that this lack of surety is alleviated by giving out the specific functions of the team, outlining the roles of each, and providing reasons for the enjoinment. The manager must be open to the group especially in describing the organization's expectations as well as those of the team. Likewise, it is essential to formulate rules and guidelines with the contribution of these members followed by discussions about rewards, motivations, and approaches for celebrating success. Lastly, the manager must also illustrate how decisions are going to be made as well as feedback mechanisms within the team. These open discussions create a pleasant environment for the members (Zoltan & Vancea, 2016).
Storming
This stage follows forming, and it is characterized by debates and contentions concerning the purpose of the team, the norms, goals, and procedures. These confrontations give rise to conflict, and if unchecked, rebellion may take place. The manager's role is very crucial here with specific strategies involving revisiting the previous agreements, reviewing the goals, rules and individual responsibilities as well as the provision of feedback and suggestions on how to make the working conditions better (Zoltan & Vancea, 2016). The manager must also address conflict as quickly as possible through active and assertive communication approaches.
Norming
Following the storming process, the group eventually begins settling down due to consistent meetings. The interaction enhances disclosure of personal information among members, and the participants act in unity and trust. Furthermore, there is the characteristic acceptance of roles and structures within the team. The manager's work becomes a bit easier at this stage. Specific strategies to enhance collaboration and teamwork include providing a platform for listening to grievances, complaints, and suggestions as well as acting on them. Also, the administrator has to ensure calm, channeling of improper behavior to the right direction and even disseminating information regarding success and achievements to the members (Zoltan & Vancea, 2016). Spending time with the individual members is equally essential for developing staff capabilities towards the goals.
Performing
This stage is the culmination of the other three initial steps, and it is characterized by unity, stability, and cohesion due to the presence of shared norms, mutual respect, and adherence to roles and duties. The manager plays merely a non-directive role such as communicating success, rewarding and offering feedback concerning performance (Zoltan & Vancea, 2016).
Conclusion
In a nutshell, managers have crucial roles to play in all the stages of group development. A small mistake is likely to have significant adverse implications for the team and also the organization's performance. It is vital to comprehend that the adjourning stage of the Tuckman's theory may take place intentionally or through attrition. However, many other teams continue to thrive in the long-term. The beginning of group development is crucial, and manager's roles must shift to deal with the challenges of each stage and to direct collaborative practices.
References
Zoltan, R., & Vancea, R. (2016). Work Group Development Models – The Evolution from Simple Group to Effective Team. Ecoforum, 5(1), 241-246.
