How Does a Group Form?
The ancient Greeks already said that humans are social beings. It comes naturally to us to connect with others, form groups, and build large communities. Isolation from one’s social environment has long been considered dysfunctional behavior. But what are the actual benefits of belonging to a group? Evolutionary psychology suggests that communities made it easier to meet basic physiological needs such as food and water. Groups also provided a sense of security and belonging—both crucial for individual development. Beyond these evolutionary aspects, cohesive teams create spaces where people can share experiences, generate ideas, and express their thoughts and emotions.
The most well-known theory of group formation was developed by Dr. Bruce Tuckman in 1965. According to Tuckman, every developing group (or team) goes through four distinct stages he called: forming, storming, norming, and performing. Understanding Tuckman’s model—particularly one of its stages—can help answer an important question: is conflict in a newly formed group helpful, or is it a threat?
1. Orientation and Dependency Stage (Forming)
To start with, what exactly is a group, and how does it differ from a random collection of people? Simply put, a group has a specific goal and develops its own norms. Distinct roles begin to emerge, interactions occur between members, and a communication system forms. The orientation phase focuses mainly on the creation of these key elements. Members get to know one another, learn what’s expected of them, how the group functions, and how they should operate within it. At this stage, members are often polite and well-intentioned—but this can be part of self-presentation, where individuals temporarily conceal their true feelings or opinions as they “figure out” the group dynamic.
2. Rebellion, Conflict, and Resistance Stage (Storming)
In this phase, members begin to share their ideas and compete with one another. They form opinions about others’ personalities, discovering both strengths and flaws. As a result, internal conflicts inevitably arise. The Latin word “conflictus” means “collision” — and indeed, what usually collide are views, opinions, motives, needs, actions, and interests.
Bożena Jankowska, in her article “Conflict as a Social Situation,” notes that conflict is an integral part of human functioning in social settings, creating psychological tension due to clashing interests or unmet needs. While the inevitability of conflict may seem worrying, the real issue isn’t its existence, but how it’s handled. In fact, friction within a group is essential for its development. Without conflict, innovation and change are stifled, leading to stagnation. Therefore, constructive, open, and direct communication among all members is crucial for successfully navigating this stage. When handled properly, conflicts help the group build a solid foundation for future collaboration.
3. Constructive Work and Normalization Stage (Norming)
“After every storm comes sunshine” — this phrase perfectly captures the transition from conflict to normalization. After a turbulent period, cooperation begins to flourish. Trust and group cohesion increase, and the team becomes more autonomous and ready to tackle complex challenges. Conflicts, when they arise, are quickly addressed and resolved. Feedback flows freely, and there’s a sense of support and encouragement among members. Motivation and engagement in tasks grow stronger. All of this becomes possible thanks to earlier conflicts that helped the group establish effective working methods. Each person clearly understands their role and the strengths and weaknesses of others, enabling efficient teamwork.
4. Performance Stage (Performing)
This is the stage of high performance. The team fully understands its goals and tasks, is motivated, and possesses the necessary knowledge. Emotions can be expressed openly, and a wide range of ideas and approaches are considered. Team members are flexible, and the group values and appreciates each individual’s contribution and responsibility. This is when the group works at its best. Through mutual understanding, complementing one another’s skills, and making the most of their talents, teamwork becomes more than just cooperation—it becomes synergy. Members genuinely want to work together, feel comfortable within the team, and experience a sense of fulfillment.
Summary
To finally answer the question of whether conflict is helpful or harmful, the answer is—it depends. The key lies in how the conflict is addressed. Poorly managed conflict can lead to dysfunction or even the dissolution of the group. However, the other side of the coin shows that well-managed conflict can mark the beginning of fruitful collaboration and growth. Referring to Tuckman’s theory of group development, one can say that internal friction is a necessary part of the process. Every forming team must pass through the “storm” phase in order to continue functioning effectively. Sometimes, when groups struggle to handle conflicts, leaders or mediators can step in to help—but that’s a topic for another article.
References:
Brown, Rupert. (2006). Group Processes: Dynamics Within and Between Groups. Gdańskie Wydawnictwo Psychologiczne.
Kozak, Anna. (2014). The Group Process: A Guide for Trainers, Teachers, and Lecturers. Helion Publishing.
https://www.belbin.pl/blog/belbin-i-tuckman-wspieranie-zespolu-na-kazdym-etapie/ viewed: 20.07.2023
https://www.bjanowska.pl/konflikt-jako-sytuacja-spoleczna/ viewed: 20.07.2023