Donald B. Egolf - Forming Storming Norming Performing: Successful Communication in Groups and Teams

FORMING
STORMING
NORMING
PERFORMING

Successful Communication in Groups and Teams

(Third Edition)

Donald B. Egolf, Ph.D.

Sondra L. Chester, Ph.D.

iUniverse, Inc.

Bloomington

FORMING STORMING NORMING PERFORMING

SUCCESSFUL COMMUNICATION IN GROUPS AND TEAMS (THIRD EDITION)

Copyright 2001, 2013 Donald B. Egolf, Ph.D., Sondra L. Chester, Ph.D.

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ISBN: 978-1-4759-6843-9 (sc)

ISBN: 978-1-4759-6862-0 (e)

iUniverse rev. date: 6/13/2013

Table of Contents

Chapter 1

Chapter 2

Chapter 3

Chapter 4

Chapter 5

Chapter 6

Chapter 7

Chapter 8

Chapter 9

Chapter 10

Chapter 11

Chapter 12

Chapter 13

Chapter 14

Chapter 15

Chapter 16

Chapter 17

Chapter 18

Chapter 19

Chapter 20

In 1965, Bruce Tuckman published an article on the developmental sequences in small groups. In the article Tuckman reviewed the works of a number of researchers who studied the developmental stages or phases of small group development. In synthesizing the reviewed researchers works, Tuckman proposed that groups proceed through four general stages of development. Tuckman named those stages: forming, storming, norming , and performing .

We have found the content in Tuckmans article to be very useful in teaching undergraduates over the years. His synthesis was well reasoned and comprehensive. In addition, the use of the mnemonic of rhyme in naming the stages was extremely clever. In talking with undergraduates that we have had in our classes over the years, the number who remember and recite the mantra of forming, storming, norming, and performing is amazing. We often thought that if we should ever write a book on small group and team communication we would use Tuckmans rhyme as the lead title for the book. We did so in the first edition, in the second edition, and now in the third edition.

The third edition includes updates of the respective chapters of the previous edition. Throughout the text we have attempted to be accurate in our reporting and in our citations. However, absolute accuracy is not guaranteed. Suggestions, direct or implied in this book, are general and apply to no specific person, organization, or situation.

We dedicate the third edition of this book to all the undergraduates that we have taught, are currently teaching, and will teach. May you always be out there forming, storming, norming , and performing.

PART ON E

GENERAL ORIENTATIONS

In this part of the book, basic nomenclature and basic group and team concepts will be introduced. General orientations to group and team communication concepts will be reviewed both on the expressive side (verbal and nonverbal expression) and on the receptive side (verbal and nonverbal listening).

CHAPTER 1

LEARNING OBJECTIVES

After reading and studying this chapter, you should be able to:

1.Compare and contrast small group and team .

2. Define and discuss network and speed networking .

3. Compare and contrast ethos, logos, and pathos .

4. Compare and contrast: Self- or Intrapersonal Communication, Interpersonal Communication, Small Group Communication, Public Communication, and Mass Communication.

5. Compare and contrast group and individual performances.

6. Identify and discuss the reasons for studying small group and team communication.

7. Explain the importance of Eriksons developmental model in the development and maintenance of self-concept.

8. Discuss the two paradoxes related to the study of small group communication.

PROLOGUE

Few of us are truly independent. We rely upon the cooperation of others for the completion of tasks and for making decisions. In addition, interaction with others is crucial in the acquisition and maintenance of a self-concept. Through interacting with others, we satisfy our social needs and create a social reality. The completion of tasks, the making of decisions, the acquisition and maintenance of self-concept, and the creation of a social reality often occur in a group setting. It is the communication within this setting that is the focus of this book.

The study of small group and team communication is important because it is experienced by virtually everyone. In fact, every reader of this book has had at least some experience in the area and, therefore, has some degree of expertise. And, if the human relations expert, Tom Peters (1993, p. 44), is correct, all of us will have much more such experiences in the future:

Now, all the value-added in the economy is based on knowledge, and you do not do brain work in groups of thousands; you do it in duos and trios, quartets and quintets, maybe 25s and 50s. In 1900, 50% of Americans were self-employed; by 1970, only 7% of us were. Thats going to turn out to have been the anomalous period. The only security in a world where job security is gone is that your skills are better and your network richer at the end of this year than they were at the beginning. Your ability to improve your skill base and make yourself more marketable, whether you are a teamster or a neurosurgeon, is the only thing youve got. What skills will be required for tomorrow? Nobody knows. The important thing is to keep acquiring new ones .

Henkoff (1993) echoes the sentiments of Peters, particularly when it comes to networking and the world of uncertainty.

In this new age of impermanence and uncertainty, staying in touch with colleagues, friends, neighbors, customers, suppliers, and just about anyone you can think of is one of the keys to keeping yourself employable. Study after study shows that most people find new jobs not by sending out resumes or responding to want ads but by connections, in other words, by networking.

Siegel (Sacks, 2005) suggests that, today, working in groups or collaborative work is a virtual requirement. Siegel, the president and CEO of RitaSue Resources, a placement firm for designers and design executives was asked, Designers are known for being cocky. Will businesses stand for that kind of behavior? Siegel answered:

In the old days designers could have disdain for people. They could say, I dont care if they like it, this is good. You dont get very far today if you dont have great collaborative skills. You have to be the kind of person who doesnt just want to talk to other designers, but really gets a kick out of talking to a marketing person, a writer, or a finance guy to find out how other people do what they do, what process they use. Because all of that helps you as a designer.

Well ask our candidates, If you make a presentation at the highest level of your client company and recommend a design direction and the client said no, what would you do? Its a trick question because the correct answer is, It cant happen because weve been working together all along, so its never a surprise in the end.