What is a Group?
Making a team or group is exactly like maintaining a healthy relationship. Just like a relationship, every member of the group has to be patient, give relentless efforts, and also requires support and understanding from the other members of the group. These key factors make the group recognizable as a group. Every member changes from being a collection of strangers to a united group with a common goal.
A group is an assemblage of many people. In simple words, it can be understood as a collection of two or more two individuals coming together to interact with each other; so that they can achieve the same goals and objectives of an organization or a company. This lays the foundation of a company.
Introduction
Our discussion so far has focused on the group as an organization, not on individuals within the group. This is similar to describing a car by its type and colour without looking at what is under the lid. External factors are what we see and experience, but internal factors are what make it word. In groups, internal factors are people in a group and how they interact with each other. For teams to function effectively, people in the team must be able to work together to contribute to team outcomes.
But this does not happen automatically: it progresses as the team works together. You have likely had some experience in being assigned a group to work on a school project or project. When your group starts to meet, you probably look at each other, not knowing how to start. At first, you are not a group; you are just individuals assigned to work together.
Characteristics of a Group
1) Size-
A group is formed with at least two members. Usually, the number of group members in a group ranges from 15 to 20 members. It becomes difficult to manage a large group. Therefore it is said that the more members in a group the more complex it is to manage.
2) Goals-
The reason behind the existence of a group is having certain goals to achieve among the group members. A group cannot exist without a goal.
3) Norms-
A group must have certain norms for effective interaction with the group members.
4) Structure-
Based on the roles as well as the positions held by the members, the group has to have a structure.
5) Roles-
The group leader assigns a certain role to every group member which they have to achieve in a given time.
6) Interaction-
Interacting with the members is very crucial for the group as it increases the bond and motivation to work efficiently. The interaction among the members can occur in various ways. It can be a face to face interaction or a telephonic interaction, in writing form or any other manner.
7) Collective Identity-
A group is an aggregation of individuals. The individuals are separately called the members and collectively called a group.
Types of Groups
There are two types of group as follows:
1) Formal Groups-
Formal groups are those groups that are formed by the management of an organization or a company to achieve certain goals and objectives. It is further classified as:
a) Self-directed Teams-
The group of employees who are authorized to make their own decisions are called self-directing teams. It is independent and also self-governing in nature.
b) Quality Circles-
Several employees who meet every week for an hour to talk about their problems and are classed together to the same fields come under the category of quantity circles. They also identify the causes of a problem and find out the solution to take necessary steps in this regard.
c) Committees-
A committee is formed by the management of an organization for different matters to identify and discuss the issues of the company and arrive at a conclusion. It can be a standing committee, or an advisory committee, or an audit committee, or a grievance committee, or can be an Adhoc committee.
d) Task Force-
Taskforce is a temporary committee where the people belonging from different fields are grouped for the performance of the task.
2) Informal Groups-
Informal groups are formed by the social and psychological variables operating in the workplace. The creation of such types of groups is very spontaneous due to the common interest, social needs, physical proximity, and mutual understanding among the members.
Five Stages of Group Development
1) Forming Stage-
The very first stage of group development is the forming stage. This stage presents the time where a group is just formed and the members are starting to come together as a team. In this stage, the members are learning what to do.
2) Storming Stage-
The storming stage is the second stage of group development. In this stage, the group members have understood the work and therefore the dispute and the competition are at a high level.
3) Norming Stage-
This is the stage where the group becomes fun and enjoyable because the interaction among the members is easier, productive, and cooperative.
4) Performing Stage-
At this stage, a sense of belongingness is established because the talents, skills, and experience of each group member are acknowledged. The work becomes more flexible.
5) Adjourning Stage-
This stage is very crucial in group development. This stage shows that the project has come to an end.
Tuckman's Five Stages of Group Development
Psychologist Bruce Tuckman developed his team development model in 1965 to explain how healthy groups come together over time. The Tuckman model identifies five stages in which teams develop: build, whirl, adapt, perform, and reverse. Each of the five stages of team development represents a step towards team building. As team members climb the ladder, they move from a group of strangers into a well-functioning group that can work toward a common goal. Here are five stages of Tuckman team development that are described in detail:
Structural phase development team: The stage for making the first phase in the Tuckman team development stages and is the same as your first day at a new job or new school. At this stage, most members of the group are extremely polite and are still very happy about their future. Since team flexibility and team roles have not yet been established, a team leader will often take over the reins of individual members.
Storm development group: The storming stage is like when you reach that point with a new roommate where you start noticing their little idiosyncrasies that reach your nerves. In groups, conflicts often arise as a result of conflicting working styles between team members. Some people may even begin to question the group's goals discussed at the outset and then stop altogether. This has a negative and depressing effect on those who continue to work hard as the previously established group processes no longer work well.
The general phase of group development: Tuckman's next phase is the general phase. This is when the team overcomes its previous conflicts and begins to see and appreciate the strength of its team colleagues. At this stage, team members are increasingly respecting those in leadership positions. Now that everyone has started to get acquainted with the team's processes, team members feel more comfortable as they work to accomplish new tasks.
Phase development team play: The playing phase is the most exciting of all stages of development. At this stage, your team's performance is excellent. This high level of performance means that all team members are self-sufficient and confident enough with their problem-solving skills to be able to work without supervision by leaders. Everyone works like a well-equipped, non-confrontational machine and moves in sync toward the same ultimate goal.
Phase development team development: The fifth phase of the Tuckman development sequence is the retreat phase. This last phase was actually not added to the Tuckman model until 1977 and is the most tragic of all stages of team formation. The postponement phase assumes that project teams are only available for a set period of time; once the task of the group is completed, the group itself disintegrates. You can compare this category with separation as group members often find it difficult to separate from people and build close relationships with them. In fact, this stage is sometimes called the “mourning period” because it is common for team members to feel lost when a group is disbanded.
FAQs on Stages of Group Formation: A Guide
1. What are the five stages of group formation according to Tuckman's model?
According to psychologist Bruce Tuckman, a group develops through five distinct stages. For the academic year 2025-26, these stages are a core concept in understanding team dynamics:
- Forming: This is the initial stage where team members are polite, uncertain, and getting to know each other. A leader often plays a dominant role in guiding the new group.
- Storming: In this stage, conflicts and disagreements arise as members express their individual opinions and working styles clash. This is a critical phase where the group can either fail or begin to resolve its differences.
- Norming: The group starts to resolve its conflicts and establishes norms, rules, and common values. A sense of unity and cooperation emerges as members begin to work together more effectively.
- Performing: The group is now a cohesive and efficient unit. Members are highly motivated and competent, capable of working independently towards the shared goal. The focus is on achieving results.
- Adjourning: This final stage involves the completion of the task and the disbanding of the group. It is often marked by a sense of accomplishment, but also potential sadness or loss as the team separates.
2. What are the primary characteristics that define a group in an organisational context?
A collection of individuals becomes a group when it exhibits several key characteristics. As per the CBSE syllabus, these include:
- Size: A group must consist of at least two people. The size can affect interaction, with larger groups often being more complex to manage.
- Goals: Every group is formed to achieve a common goal or objective. This shared purpose is the primary reason for its existence.
- Norms: These are the unwritten rules or standards of behaviour that are accepted and shared by the group members.
- Structure: A group has a formal or informal structure that defines roles, status, and reporting relationships among its members.
- Interaction: Members of a group must interact with one another to share information, coordinate tasks, and build relationships.
- Collective Identity: The members perceive themselves as a group and have a sense of belonging. They are aware of their shared identity.
3. How do formal and informal groups differ in a business environment?
The key difference between formal and informal groups lies in their creation and purpose. A formal group is deliberately created by an organisation's management to achieve specific business objectives. Examples include committees, task forces, or departments. Their structure, roles, and goals are officially defined. In contrast, an informal group emerges spontaneously from social interactions among employees. These groups are based on common interests, friendships, or social needs, not official mandates. They satisfy the social and psychological needs of members and can have a significant, though unofficial, impact on organisational productivity and culture.
4. Can you provide a real-world example of the 'Storming' stage in a business project team?
Certainly. Imagine a marketing team is formed to launch a new product. During the Forming stage, everyone agrees on the goal. However, in the Storming stage, conflicts emerge. For instance:
- The graphic designer may disagree with the content writer over the visual theme of the campaign.
- Two team members might compete for the role of lead presenter for the client pitch.
- A junior member might feel their ideas are being ignored by senior members, leading to frustration and reduced participation.
This phase is characterised by power struggles and debates over the project's direction until the team learns to negotiate and move towards the Norming stage.
5. Is it possible for a group to skip a stage, for example, moving directly from Forming to Performing?
While Tuckman's model presents a sequential path, it is not always strictly linear. A group might seem to skip a stage, but it's more likely that the stage was passed through very quickly or with minimal conflict. For example, a team of experts who have worked together before may move through the Forming and Storming stages almost instantly because roles and trust are already established. However, completely skipping the Storming (conflict resolution) and Norming (rule-setting) stages is rare and often leads to problems later. Unaddressed issues can resurface, forcing the group back into a storming phase even when they appear to be performing.
6. Why is understanding the stages of group formation important for a manager?
Understanding these stages is crucial for a manager because it allows them to guide a team more effectively. By recognising which stage a group is in, a manager can:
- Provide clear direction and structure during the Forming stage.
- Mediate conflicts and facilitate communication during the Storming stage to prevent the team from collapsing.
- Encourage collaboration and reinforce positive norms during the Norming stage.
- Delegate tasks and empower team members during the Performing stage to maximise productivity.
- Manage the transition and acknowledge contributions during the Adjourning stage to ensure a positive conclusion.
This knowledge turns a manager from a simple supervisor into an effective team facilitator.
7. What happens during the Adjourning stage, and why is it considered a critical phase?
The Adjourning stage marks the end of the group's life cycle, typically after a project or task is completed. This phase is critical because it involves more than just disbanding. Key activities include recognising the group's achievements, providing closure for members, and documenting lessons learned for future projects. For temporary teams, like a task force, this stage is crucial for members' morale. A well-managed adjourning phase celebrates success and allows members to part on positive terms, making them more willing to participate in future teams. Neglecting this stage can leave members feeling unappreciated and can lead to a loss of valuable organisational knowledge.
8. How does the role of a leader change across the different stages of group development?
A leader's role must adapt to the needs of the group at each stage:
- Forming: The leader acts as a Director, providing clear guidance, setting goals, and defining roles as the team is uncertain.
- Storming: The leader becomes a Coach, helping to manage conflict, clarify misunderstandings, and build trust among members.
- Norming: The role shifts to a Facilitator, where the leader steps back, encourages participation, and helps solidify group norms.
- Performing: The leader acts as a Delegator, empowering the team to make decisions and work autonomously, trusting in their abilities.
- Adjourning: The leader becomes a Mentor, focusing on recognising achievements, providing feedback, and managing the team's dissolution.
