Group Types, Theoretical Frameworks, and Development Models
A group comprises two or more individuals who come together, interact, and develop an interdependent relationship to achieve a specific objective. There are formal and informal groups (Gupta, 2015). Whereas the informal groups are defined as designated workgroups defined by an organization’s hierarchical structure, informal groups are not organizationally determined. The formal groups include command group and task groups, while the informal ones include interest groups and friendship groups.
Command group. This formal group is based on an organization’s hierarchical chart and comprises individuals reporting to a particular manager.
Task group. This type is a formal group comprising members working together to complete a particular task without necessarily reporting to a single supervisor.
Interest group. This is an informal group comprising members from within or without the organization working to attain a specific objective of common interest.
Friendship group. It comprises people coming together due to common ideals or similarities.
Team dynamic theory (TDT) and Kurt Lewin’s theory provide theoretical models for understanding groups. The TDT is an integrated, systemic, and explanatory theory; it explains cohesion, team mental models, coordination, collective efficacy, and team output (Filho, 2019). The theory emphasizes inter-relationship between individuals; it posits that groups differ in terms of goals. Similarly, Lewin’s theory describes groups as open, complex systems and powerful forces that influence people’s behavior.
Since my future job is task-oriented, the task group is the most likely type to be implemented. This type fits my job because it focuses on a narrow range of goals within a defined period (Gupta, 2015). The group adjourns upon completing the assigned task.
Practical Models for Group Development
Two models explain group development: Tuckman’s five-stage model and Kormanski and Mozenter stages of team development. The former posits that a group develops through five stages: forming, storming, norming, performing, and adjourning (Muyoti & Opio, 2017). The latter model equates Tuckman’s five-stages to awareness, conflict, cooperation, productivity, and separation. During forming (awareness) stage, members explore and understand the team members’ expectations. Consequently, the group proceeds to the storming (conflict) stage where competition for status, leadership, and control occurs. In the norming (cooperation) stage, members establish a balance among the conflicting forces and start moving cohesively. The group proceeds to the performing (productivity) stage, where the team executes tasks to accomplish the objective. For temporal groups, adjourning (separation) occurs once the members achieve the objectives.
I find storming (conflict) stage as the most critical step in group development. It determines the likelihood of success, as members try to resolve issues related to the tasks and working relations. Once members can agree on the objectives, leadership, and control at this stage, it is easier to work harmoniously and cohesively towards the objectives in the later stages. This stage requires conflict resolution skills, decision-making, problem-solving, persuasion, and communication skills.