• Are you a team member or a group member?
• Is your group forming, storming, norming or performing?
• Do you make participative decisions and get things done?

Collaborating with people in groups can be energizing and fun.
For some years I was lucky enough to engage interesting and inspiring people to work together in groups in an extensive citizen science program I established in the World Heritage water catchments of Far North Queensland. These people became effective teams of collaborators able to partner with other stakeholders to resolve environmental issues.

Over the years I learned much about the diversity of people’s opinions, understandings and behaviour in groups. Making a difference by working with people in groups should be fun and worthwhile – for everyone involved.

Supporting groups so they can develop and work effectively involves some key considerations…

1. Be purposeful and purpose-clear.

Does everyone agree on why you’re a group and what you want to achieve?
Establish a sense of shared identify and purpose at the outset.
Invest time in scoping and bedding it down whilst the group is ‘forming’.

2. People make things happen.

Members bring valuable skills, knowledge and approaches to teamwork.
Get to know your membership at the outset – everyone has something of value to contribute to the group.
Each member should be interested in knowing who they’re working with and what each person contributes to achieving group outcomes.

3. A group’s capabilities should reflect those of its members.

Groups are a unique – each expresses the diversity of the individuals whose collaboration makes them work.
People come from diverse backgrounds, worldviews and positions on the topic, issue or project, so as individuals their group participation style varies. Sometimes it’s useful, sometimes it’s not.
In the ‘forming’ stage, a facilitator can create a ‘safe’ environment for the group to establish itself and begin to work collaboratively. Members need to develop and own a set of ‘ground rules’ for participation… and stick with them.

4. Effective group communication is critical to success.

There may be some initial ‘storming’ amongst participants as the group establishes itself as a working group.
Members will challenge others ideas and opinions, some individuals will tend to dominate in time, voice or decision-making. Groups can lose their way, lose members and reputation if this stage is allowed to become destructive.
By establishing and facilitating clear processes of both face-to-face and mediated communication, everyone can voice their feelings and opinions as well as their ideas.
Whilst all members should have equal voice, achieving balance between group productivity and individual need, requires some skill in group moderation.

5. Eventually a shared set of ‘norms’ – a ‘group culture’- emerges.

Behaviour, language and how the group relates to the rest of the world is uniquely shaped by its members.
It now has the potential to be a team, provided it doesn’t slip back into the storming phase.
The group has a ‘collective’ life of its own and is moving as a cohesive, ‘norming’ group.
Mutual accountability for the group’s achievements is becoming understood by all in the group.

6. Performing’ occurs when the group is effectively working towards its goals.

A team has emerged.
Information and ideas are being contributed, elaborated and clarified. Opinions are freely given, options generated, prioritized and tested. Plans are being developed, decisions made, tasks attended to and strategies delivered and adapted. Problems get solved and work gets done.
Achieving all this requires group cohesiveness and an intelligent use of the abilities and aptitudes of individual members.
Skilled group facilitation remains a priority. It prevents the group from returning to previous stages of development, maintains the group momentum, disrupts the convergence of ‘group think’ and manages unhealthy conflict or the dominance of individuals.

7. Group ‘ego’ needs to be healthy to maintain and sustain.

Through shared ‘social learning’, a mature team emerges.
It is capable of independently making the decisions which progress it towards its goals and these goals can be re-evaluated. It can constructively review its processes and approaches – and make adjustments and changes as required to get the job done.
A self-aware, sociable, inclusive and relevant team will be one that others want to join.

Nicola Wright is a communications professional who works with projects, programs, and organisations who deliver social and environmental value. ADAPT Strategic Communications custom-builds strategies to sustain your stakeholder engagement and achieve key performance objectives. Find her on www.adaptstrategic.com.au