Psychology

Miner (2002) defines group development as a process where people come together with the intention of discussing new objectives, ideas, concepts and forming new relationships. It takes plenty of time for participants in a group to reach consensus on new goals, new resolutions, and to form a working relationship. Therefore, different factors should be dealt with if the group is to be effective. Many groups rarely reach the final phase of stability since the stages of development are dynamic. The process of group development follows a five stage sequence which includes forming, storing, norming, performing and adjourning (Miner, 2002).
         
Forming is the initial stage where members get together and introduce themselves. This stage is filled with anxiety and suspicion, but also individuals are full of anticipation and optimism that the group will be successful. Moreover, members lay down rules and regulations that will govern the team as they discuss basic information, set goals and set preliminary procedures of how members will interact and achieve their goals. After members get to know each other, the group enters the storming stage where personal and intellectual differences emerge. Members will frequently engage in conflict and hostility due to different opinions on major issues being discussed. Disagreement over leadership and conflict over direction the group should follow dominates this stage. For the team to proceed to the next level, it is essential for the group to create an even field where members can solve disputes and be perceptive to other peoples opinions (Miner, 2002). Team leaders should prevent boredom by ensuring that members perform different responsibilities, divide tasks into small manageable quantities in order to ensure efficiency. Moreover, members should contribute equally to the activities that the group is undertaking and promote a common vision.
             
After members iron out their differences, the group enters the norming stage where the spirit of solidarity and teamwork becomes evident. The team having decided on a common mission becomes more cohesive and the feeling of identity and pride is solidified. Team members freely share responsibility, encourage their leaders and respect their authority and both personal and team development continues to occur as this stage comes to an end. By the time the group reaches the performing stage, matters concerning team relationship, leadership and vision have already been determined and the group is focused on meeting their objectives. Core values that define this stage include cohesiveness, performance, teamwork and leadership. The group makes use of accomplishment that has been achieved so far to assist members still having problems and evaluate the how each section is performing. At this stage, communication is open and flows freely, more training that relate to the project is undertaken and issues that instill cohesion are emphasized. Moreover, members may learn new ways of tackling complex problems and the procedure of implementing the agreed resolutions.  Hard work begins to bare fruit and the group moves to the final stage of development (Miner, 2002).
               
After a long period of sharing, nurturing group talent and developing as a team, members realize that they are finally reaching the end of their mission. By now, the team has already achieved its goal and the group is headed for dissolution. For many individuals, the group resembles their community and they are proud of their performance. Other people may become disoriented and feel lost since they are not aware of what the future holds for them after the project.