Group Dynamics and Meetings: The Four Stages of Development

Just as individuals move through stages of development, from infancy to old age, so do groups. Understanding a group's stages of development - and the issues commonly experienced at each stage - will help a meeting planner lead the group to more productivity, creativity, and goal attainment. There are many models of group dynamics. One of the most common (Forming, Storming, Norming and Performing) is used here to illustrate group development and the likely impact on your meetings.

Newly Formed Teams: Forming

If your meeting consists of a newly formed group, members will spend time dealing with issues of dependency (on the leader and/or on each other) and inclusion. Even if people have worked together in the office before, if they are meeting for the first time for a specific, new purpose, consider them a new group. Group members will be tentative and polite with each other and restrain themselves from expressing strong opinions that differ from other members, for fear of being ridiculed or attacked. Trust is low between the group members and between members and the leader.

Prescription: Leaders should take charge and be directive (rather than consensus-oriented) in their style. In advance of the meeting the leader should present a clear agenda and stick to the schedule as presented. The group should have discussions about goals and roles but agreement should not yet be sought.

Conflict Begins: Storming

Once a group works through dependency and inclusion issues, they next focus on establishing autonomy and handling conflict. Group members are more comfortable so they become more willing to state their own viewpoint about goals and other issues. People stake out positions (e.g., pro, con) as they test whether or not they can work together yet still maintain some autonomy. Alliances may form that can undermine the leader's role. This conflict, if handled properly, is an important step in group development and the pursuit of goals. Think of it as a young teen challenging his or her parent's authority. Handled poorly or ignored, this conflict can keep a group from ever attaining its goals.

Prescription: Leaders should not take attacks personally - it is the role of leader to be attacked, not necessarily the individual. He or she should help the members agree to disagree and work through conflict. In meetings, allow people to air their opinions but do not allow attacks on opinions. Use tools such as index cards to take votes or express opinions in a non-threatening, confidential manner.

Trust Begins: Norming

Groups that can effectively resolve conflict move to a more mature level and begin trusting each other and the leader. This leads to stronger agreement on the group's common work goals and a commitment to an equitable division of labor and clearly defined roles for all.

Prescription: Monitor the group to assure members do not become complacent or lose their commitment. Spend time in meetings checking progress and setting more challenging goals.

Highly Effective Groups: Performing

After a while in the norming phase, a few (but not all) groups become highly effective. These groups focus on useful and productive behavior, have a shared perception that they'll succeed, and work in sub-groups, which is an efficient and effective way to operate. Every team member does not feel that they personally must be involved in every task or every decision.

Prescription: Share the labor and responsibility. The leader should have a minimal role in a highly effective group. Consider letting each member chair a meeting on a rotating basis.

Although a group cannot circumvent developing in stages, there are some things that every group can do to ensure more productivity, creativity and goal achievement. Here are some general tips to consider when planning meetings for any group.

• Size. If your group is larger than 12, break it down into smaller sub-groups or roundtables when you are trying to accomplish an item on your agenda that is not purely one-way communication in nature. For instance, if you need to brainstorm ideas, brainstorm in smaller groups and then come together to combine the best ideas from all groups. If you are forming sub-committees, keep them between five and seven members ideally.
• Diversity. The more diverse a group, the more productive, creative, and representative it is. Try to have meetings that combine, ages, races, genders, and other characteristics.
• Frequency. More face time is helpful to moving a group through the stages of development so try to have at least some meetings in person if your budget and schedules permit.
• Group Maintenance. At least 25 percent of a group's time together should be spent on group maintenance issues such discussing communication preferences, socializing, and setting agendas.