Group Formation
Structuration
It is the point of the interface when a structure is “met” by an “actor.” Thus the structuration process involves understanding the social behavior of an individual by resolving competing perspectives of macro-micro and structure-agency viewpoints when establishing a group.
Challenge
Ideally, when developing a group, some challenges may occur along the process of structuration. One of the key challenges could emanate as a result of contrasting or conflicting individual values. Employees come from different backgrounds. Thus, they may share values that may differ. This can cause “friction” among the groups in the long run. For instance, an employee who has strong Christina values may be involved in constant debates with another group member who may be a member of the LGBTQ community (Osborne & Hammoud, 2017). Past evidence has indicated that Christians and members of minority groups such as LGBTQ often engage in conflicts. Therefore, in such a situation, the productivity of the group may be hampered when employees have contrasting values and viewpoints.
Moreover, organization work-based groups require the incorporation of employees who have different levels of motivation. Thus, there is a possibility of having employees working extra hard to achieve the project’s objective while others may be underperforming. In a group setting, it is assumed that a few people in the group are typically productive compared to most of the group members. This occurs, especially when employees within a group are tasked to take assignments that have a similar outcome. Such a problem can affect the long-run productivity of the group.
Group development
In a workplace environment, there are typical steps or stages involved in group development. To ensure successful group development, models or frameworks can be adapted to aid the process. The most common model used in facilitating the process of group development is Tuckman’s model. The model was proposed in 1965 by Psychologist Bruce Tuckman (Jones, 2019). The model outline five-step that are critical in the process of group development that include forming, storming, norming, performing, and adjourning.
The forming step is the first step in the development of the group. At this stage, most of the new group members are often shy, police and excited regarding the group’s formation. The team leader takes charge since the dynamic of the group is not fully formed. The forming stage allows the team leader to outline the objectives and rules guiding the group. Coherently, the storming stage is characterized by the visibility of challenges problems affecting the dynamic of the group. Group members may doubt or judge the rationale of why the group was formed or whether it can achieve its objective. The norming stage is characterized by the elimination of quarrels and misunderstandings in the group. The group members demonstrate tolerance and respect for other members as they establish common values. The performance stage shows the group’s productivity in its highest from- group members achieve the set objectives and goals. The adjourning stage is the dismantling of the group after the set objective has been achieved. Thus the formation of the group has rarely relied on the implementation of Tuckman’s model.
Socialization
To assist the group in socializing and developing roles, norms, and the climate. The group members will be required to participate in extra training that exposes them to the required norms, values and culture core to the formation and productivity of the group.
Reference
Jones, D. (2019). The Tuckman’s Model Implementation, Effect, and Analysis & the New Development of Jones LSI Model on a Small Group. Journal of Management, 6(4).
Osborne, S., & Hammoud, M. S. (2017). Effective employee engagement in the workplace. International Journal of Applied Management and Technology, 16(1), 4.
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