13.3: Group Dynamics and Fun

All meetings, teams or groups move through predictable stages. You will save yourself a lot of frustration if you are familiar with these stages. Let’s look at a snapshot of these stages of group dynamics first then discuss them in more detail.

Group Dynamics

Because the forming, storming and norming stages result in minimal output, it is tempting to try to rush through or short circuit these stages and hope the team can thereby achieve peak productivity. You may want to stand up and say, "Can’t we just all be friends?" Although seductive, this idea is dysfunctional. Just as individuals go through predictable stages of growth (depending on age, experience, maturity and other factors), teams go through predictable stages. The duration of these stages depends on factors such as individual and team maturity, task complexity, leadership, organizational climate and external climate. Teams can fixate at various stages. Some teams (like some people) are never fully functioning. How can you reduce the nonproductive time commonly spent in the forming and storming stages? Given that these stages are inevitable, try sharing rumors, concerns and expectations of the team to minimize their tensions, fears or anxiety. Also, encourage the team members to contact one another so that there will be no "surprises." Therefore, an atmosphere of trust will be achieved early on (norming stage), allowing for interpersonal issues to be put aside in favor of task issues and for the team to move on to the performing stage. Read on for more detailed descriptions of these stages from The Team Handbook written by Peter R. Scholtes.

Group Dynamics

Forming \(\rightarrow\) Storming \(\rightarrow\) Norming \(\rightarrow\) Performing

Forming: a period of uncertainty in which members try to determine their place in the team and the procedures and rules of the team. When a team is forming, members cautiously explore the boundaries of acceptable group behavior. This is a stage of transition from individual to member status and of testing the leader’s guidance both formally and informally. Because there is so much going on to distract the members’ attention in the beginning, the team accomplishes little, if anything, that concerns its project goals. Don’t despair and flush your project down the toilet! This is perfectly normal!

Storming: conflicts begin to arise as members resist the influence of the team and rebel against accomplishing the task. Storming is probably the most difficult stage for the team. You may ask yourself, "What was I thinking?" The team members begin to realize the task is different and more difficult than they imagined, becoming testy, blameful, or overzealous. Impatient about the lack of progress, but still too inexperienced to know much about decision making or the scientific approach, members argue about just what actions the team should take. They try to rely solely on their experience, resisting any need for collaborating with other team members. Their behavior means team members have little energy to spend on progressing towards the team’s goal. Still, they are beginning to understand one another.

Norming: the team establishes cohesiveness and commitment, discovering new ways to work together and setting norms for appropriate behavior. During this stage, members reconcile competing loyalties and responsibilities. They accept the team, team ground rules (or "norms"), their roles in the team and the individuality of fellow members. Emotional conflict is reduced as previously competitive relationships become more cooperative. As team members begin to work out their differences, they now have more time and energy to spend on the project. Thus, they are able to at last start making significant strides.

Performing: the team develops proficiency in achieving its goals and becomes more flexible in its patterns of working together. By this stage, the team has settled its relationships and expectations. They can begin performing-diagnosing and solving problems and choosing and implementing changes. At last team members have discovered and accepted each other’s strengths and weaknesses and learned what their roles are. The team is now an effective, cohesive unit. You can tell when your team has reached this stage: you get a lot of work done!

Fun

Have you ever wondered why cell phones miraculously ring during meetings or "scheduling conflicts" come up at the last minute? It’s because many people avoid meetings like the plague. Does that mean you should hold meetings like a standup comedian to draw people to the meeting? No! But you can interject some fun into meetings to encourage participation and creativity. Here are just a few ideas to get you going.

Hold your meeting off-site. Military members are creatures of habit, and this does not change at meetings. Folks usually sit in the same seat and bring the same coffee mug. Sometimes a change of scenery will rejuvenate a stagnant group. Bonus: Change the meeting time to coincide with lunch. This gives the group a chance to talk about "non-meeting issues" and connect in a more nonthreatening environment over a meal.

Have a contest to generate ideas for projects. A little friendly competition can be a boost for all and bring great results.

Tone down the conversation dominators with "fees." Attendees are required to pay each time they interject and they are limited to inputs. Be careful with this one ... you don’t want to shut folks down either.

Appoint a "Director of Creativity" for each meeting to come up with ideas like these! Appoint the next meeting’s director at the conclusion of the current meeting to give them time to plan. Have the group vote on the favorite idea at the end of the year and give out a humorous award.

SUMMARY: Meetings are a fact of life and service in the Air Force. They serve a purpose in our mission and how we get things done. This chapter gave you the basics for holding more productive meetings. The "Seven Steps for Effective Communication" and the tips introduced in this chapter will serve you well alongside any local guidelines your command has for conducting meetings.