| Stage I Dependency and Inclusion |
The first stage of group development is characterized by significant member dependency on the designated leader, concerns about safety, and inclusion issues. In this stage, members rely on the leader and powerful group members to provide direction. Team members may engage in what has been called “pseudo-work,” such as exchanging stories about outside activities or other topics that are not relevant to group goals. |
| Stage II Counterdependency and Fight |
In the second stage of group development members disagree among themselves about group goals and procedures. Conflict is an inevitable part of this process. The group’s task at Stage 2 is to develop a unified set of goals, values, and operational procedures, and this task inevitably generates some conflict. Conflict also is necessary for the establishment of trust and a climate in which members feel free to disagree with each other. |
| Stage III Trust / Structure |
If the group manages to work through the inevitable conflicts of Stage 2, member trust, commitment to the group, and willingness to cooperate increase. Communication becomes more open and task-oriented. This third stage of group development, referred to as the trust and structure stage, is characterized by more mature negotiations about roles, organization, and procedures. It is also a time in which members work to solidify positive working relationships with each other |
| Stage IV Work / Productivity |
As its name implies, the fourth stage of group development is a time of intense team productivity and effectiveness. Having resolved many of the issues of the previous stages, the group can focus most of its energy on goal achievement and task accomplishment |
| Final |
Groups that have a distinct ending point experience a fifth stage. Impending termination may cause disruption and conflict in some groups. In other groups, separation issues are addressed, and members’ appreciation of each other and the group experience may be expressed. |