Page 302 - The Handbook for Quality Management a Complete Guide to Operational Excellence

288 C o n t i n u o u s I m p r o v e m e n t D e f i n e S t a g e 289

normal ly. Bruce W. Tuckman identified four stages in the development of
a group: forming, storming, norming, and performing.
During the forming stage a group tends to emphasize procedural mat­
ters. Group interaction is very tentative and polite. The leader dominates
the deci sion­making process and plays a very important role in moving
the group for ward.
The storming stage follows forming. Conflict among members, and
between members and the leader, are characteristic of this stage. Members
question authority as it relates to the group objectives, structure, or proce­
dures. It is common for the group to resist the attempts of their leader to
move them toward independence. Members are trying to define their role
in the group.
It is important that the leader deal with the conflict constructively.
There are several ways in which this may be done:

• Do not tighten control or try to force members to conform to the
procedures or rules established during the forming stage. If dis­
putes over procedures arise, guide the group toward new proce­
dures based on a group consensus.
• Probe for the true reasons behind the conflict and negotiate a more
acceptable solution.
• Serve as a mediator between group members.
• Directly confront counterproductive behavior.
• Continue moving the group toward independence from its leader.

During the norming stage the group begins taking responsibility, or
owner ship, of its goals, procedures, and behavior. The focus is on working
together efficiently. Group norms are enforced on the group by the group
itself.
The final stage is performing. Members have developed a sense of pride
in the group, its accomplishments, and their role in the group. Members
are con fident in their ability to contribute to the group and feel free to ask
for or give assistance.
Common Team Problems
Table 13.8 lists some common problems with teams, along with recom­
mended remedial action (Scholtes, 1988).

Productive Group Roles
There are two basic types of roles assumed by members of a group: task
roles and group maintenance roles. Group task roles are those functions
con cerned with facilitating and coordinating the group’s efforts to select,
define, and solve a particular problem. The group task roles shown in
Table 13.9 are generally recognized.

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