LEADERSHIP S

TRATEGIES

AT EACH STAGE OF

GROUP DEVELO

PMENT

H LT H 36 5 D

R . PA T R I C

I A L

. MC D I A

R M I D

REVIEWING THE FIVE DEVELOPMENTAL GROUP STAGES• Numerous researchers have determined that FIVE

DISTICT sequential stages exist with respect to groups forming into cohesive and functional groups (Cain, 2003; Kerr and Gass, 1987; Jensen, 1979; and Tickman & Jensen, 1977). Bruce Tuckman (1965) developed a 4-stage model of group development.  He labeled the stages, Dr Suess-style:

• The FIVE STAGE MODEL that has been most adapted:1. FORMING2. STORMING3. NORMING4. PERFORMING 5.ADJORNING (Added this fifth stage ten years later)

STAGE ONE: FORMING“GETTING TO KNOW YOU…”

• Group comes together and begins to sort out tasks and relationships

• Defines the problem• Agrees on goals and formulates strategies for

tackling the tasks• Individuals take on certain roles• Determines the challenges and identifies

information needed• Develops trust and communication

STAGE TWO: STORMING“HIGH WINDS PREDICTED”

• Concerns arise relative to the ways members relate to one and another as they work together

• Realize that the task is more difficult than they imagined

• Have fluctuations in attitude about chances of success

• May be resistant to the task• Have poor collaboration

STAGE THREE: NORMING“CHARTING A COURSE”

• Group begins to overcome its concerns establishing ground rules for tasks and relationships

• During this stage members accept:1. Their team2. Team rules and procedures3. Their roles in the team4. The individuality of fellow members

• Team members realize that they are not going to crash-and-burn and start helping each other

STAGE FOUR: PERFORMING“THE ACTION STAGE”

• Group works efficiently as a team accomplishing a high level of output in both tasks and relationships

• Gained insight into personal and team processes

• A better understanding of each other’s strengths and weaknesses

• Gained the ability to prevent or work through group conflict and resolve differences

• Developed a close attachment to the team

STAGE FIVE: ADJOURNING “BREAK-UP OF THE GROUP”

• Group closes down or breaks up and moves on to other tasks and relationships perhaps within a new group

• The team has achieved its purpose and is ready to move on to new tasks and initiatives.

• Team members feel satisfied about what they have achieved.

FUNTIONALITY OF EACH STAGE1.FORMING: encompasses the discomforts,

concerns, feelings, and doubts members experience in a new group

2.STORMING: occurs when participant begin to meet the needs of the group, questions authority, and feel more comfortable about themselves and their relationships

3.NORMING: involves members addressing standards of behavior through which a greater sense of order prevails

4.PERFORMING: finds the group concentrating on the tasks at hand with mutual support and interaction among grou members

5.ADJOURNING: provides closure of the task including the imminent end of relationships

REVIEWING THE FIVE DEVELOPMENTAL STAGES OF GROUP

COG’S LADDER: ANOTHER MODEL FOR EFFECTIVE GROUPS

The politeness stage—members are getting acquainted with each other, sharing only some information and being careful in their interactions.

The “why are we here” stage—the group begins to clarify purpose, share values, and form cliques or subgroups.

The bid for power stage—there is competition among some members for control of the group.

Te constructive stage—collaboration and consensus building occurs among members, as well as shared leadership, and a group identity develops.

The “esprit” stage—group interaction reflects creativity, trust, caring, openness, respect, and acceptance.

TWO DIMENSIONSTASK DIMENSION work undertaken by the group called PRODUCTS

RELATIONSHIP DIMENSION group members or PROCESSES

BY EXAMINING HOW THESE TWO DIMENSIONS INTERACT WITHIN THE FIVE STAGES OF GROUP

DEVELOPMENT, SUITABLE LEADERSHIP STYLES CAN BE SELECTED TO ADDRESS THE NEEDS OF

MEMBERS AT EACH STAGE

ACTIONS OF EFFECTIVE LEADERS• Know the FIVE STAGES OF GROUP

DEVELOPMENT and the various characteristics associated with each stage

• Be able to identify which stage of development their group is in and employ correct leadership style as well as leadership strategy to bring about growth and change

• Differentiate how groups differ and vary in their stages of development and identify strategies that will develop ALL members of the group

• Identify factors that impact group dynamics as well as adjust for these factors within a particular group’s development

LEADERS NEED TO REMEMBER…1.Different teams progress through the different stages

at different rates. This process can be impacted when 2.Different team members have varying rates of

progress. 3.It is possible for a team to regress back to an earlier

stage. 4.It is possible for a team to be in different stages with

respect to different aspects of its mission. 5.Each stage must be passed through before true

progress can be made.

LEADERSHIP COACHING: FIRST STAGE

Characteristics of the first stage for leadership coaching:1. Participants introduce themselves2. Periods of silence and awkwardness3. Trust and mistrust are central issues4. Members decide how safe the group is5. Members decide how much they will disclose6. Few people take risks, they tentatively explore7. Experienced members may try to lead the group8. Members check whether they are included or excluded

COMMON CONCERNS OF GROUP MEMBERS:1. Fear of appearing stupid2. Not knowing what is expected3. Concern about the judgment of others4. Concerns about not fitting into the group5. Anxiety whether they will be accepted or

rejected6. Concern whether they can communicate

feelings and thoughts

LEADER ATTITUDE & BEHAVIOR

1.Respect2.Empathy3.Caring confrontation4.Genuineness and self-disclosure5.Careful attention & genuine

listening

LEADERSHIP SKILLS DURING THE INITIAL STAGE

1. How to best end sessions2. How to share responsibility with members3. How to enable members to use group process4. How to open groups and help members gain focus5. Rounds: How members can check in and check out

A safe environment helps minimize initial discomfort and motivates group members to participate. Help newcomers enjoy pleasant experiences of their first group meetings. Newcomers who have unpleasant experiences may not return.

LEADERSHIP COACHING: TRANSITION STAGECharacteristics of transition:

1.Feelings of anxiety, avoidance, and defenses2.Conflict between wanting to be safe and be

involved3.Members test leader and other members to

check safety4.Observing the leader to determine if he or she

is trustworthy5.Learning how to express themselves so that

others will listen

DEALING WITH RESISTANCE

1. Avoid labeling all hesitations as objections2. Some hesitations indicate processing of new

information3. Respect resistance - resistance usually

serves a function4. Describe behavior of members - avoid hasty

interpretations5. Approach resistance with interest,

understanding, and compassion6. Invite members to explore the meaning of

what appears to be resistance

TRANSITION STAGE COMMON FEARS

1. Fear of emptiness2. Fear of lose control3. Fear of being judged4. Fear of self-disclosure5. Fear of being too emotional6. Fear of making a fool of oneself7. Fear of taking too much group time

LEADER FUNCTION DURING TRANSITION STAGE

1. Coach members to recognize and resolve conflicts

2. Provide a model for members by dealing directly with challenges

3. Coach members to recognize their own objections and defensiveness

4. Coach members to respect resistance and to work constructively with it

5. Coach members to express reactions that pertain to here and now in the session

LEADERSHIP COACHING: WORKING STAGE

1. There are no arbitrary divisions between group stages

2. Not all groups reach a working stage3. Not all members function at the same level4. Group development ebbs and flows- does not stay

static5. Work can occur at every stage - not just the working

stage

GROUP NORMS AND BEHAVIOR DURING THE WORKING STAGE

1. Use a variety of coaching tools2. Develop a healing capacity within the

group3. Both support and challenge to take risk in

group4. Members interact with each other in more

direct way5. Increase group cohesion to foster action-

oriented behaviors

CHARACTERISTICS OF PRODUCTIVE GROUPS1.Trust are safety are increased2.There is a focus on the here and now3.Goals of members are clear and specific4.Conflict in the group is recognized and

explored5.Members are willing to make

themselves known6.Cohesion is high-a sense of emotional

bonding in the group

CHARACTERISTICS OF NONWORKING GROUPS1. Conflicts are ignored or avoided2. Communicational is unclear and indirect3. Members may feel distant from one another4. Participants hold back, disclosure is minimal5. Participants focus more on others than

themselves6. Distrust creates undercurrents of

unexpressed feelings

LEADERSHIP COACHING: TERMINATION STAGETasks for final stages of groups:1. Unfinished business2. Dealing with separation3. Review group experience4. Practice for behavior change5. Giving and receiving feedback6. Ways of carrying learning further7. The use of contract and homework

LEADERSHIP WHEN ENDING A GROUP

1. Coach members to deal with any feelings about termination

2. Reinforce changes that members have made during the group

3. Coach members to develop specific contracts and homework

4. Provide opportunities for members to give constructive feedback

5. Reemphasize the importance of confidentiality after group is over

LEADERSHIP AFTER A GROUP TERMINATES

1.Offer private consultations with individual group members

2.Giving and receive feedback during the ending stage

3.Evaluate the strengths and weaknesses of the group

4.Provide for follow-up group session or individual coaching

5.Identify referral sources for members who want further assistance

LEADERSHIP BEHAVIORS & GROUP STAGES

DIRECTIVE vs. SUPORTIVE

• DIRECTING

• COACHING

• DELEGATING

• SUPPORTING

FORMING STORMING

PERFORMING

NORMING

LEADERSHIP STYLES & ALIGNMENT WITH STAGES

Directing is for the Orientation/Forming stage

Coaching is for the Dissatisfaction/Storming stage

Supporting is for the Resolution/Norming stage

Delegating is for the Performance/Performing stage