THEORY 45

WHEELAN’S INTEGRATED MODEL OF GROUP DEVELOPMENT

Use this, to deepen your understanding of the developmental stages that groups go through.

Susan Wheelan built on Tuckman’s model (see Theory 44) and suggested that groups achieve maturity simply through the process of working together. She claims that there is a significant relationship between the length of time that a group has been together and their behavioural patterns. She describes these relationships using a four-stage model based on a life-growth cycle.

Illustration

To accompany the model, Wheelan developed a Group Development Observation System (GDOS), which assesses each member’s perception of what stage they think the team is at. Using this information managers can change their management style to match the team’s developmental stage and meet its needs.

HOW TO USE IT

  • Use the Group Development Observation System (GDOS) (available online) to assess each member’s perception of what stage they think the team is at.
  • In phase one (infancy) look out for team members who display the characteristics shown in infancy such as dependency, immaturity and a need to be wanted. Invest time and effort with these people. Explain what you want, answer questions, provide support and model the behaviour you expect from them.
  • In phase two (adolescence) you can expect conflicts about values, challenges to your authority, disagreements and fights to break out. Remain calm and remember that it’s not personal (see Theories 31 and 92). Provide both opportunities and time for staff to talk to you and each other. Use these conversations to emphasise the shared values that you expect the team to exhibit.
  • In phase three back off as the team enters young adulthood. If you want the team to reach full maturity, you must resist becoming too involved with the team’s decision making. Act as a facilitator not a director and let the team sort out its own mistakes.
  • Phase four (maturity) is where your team have the confidence and belief to tackle even the most challenging tasks alone. Allow them space, don’t interfere, but keep a familial eye on them and celebrate their achievements. They may have cut the apron strings but (hopefully) they will still respect you and value your advice, praise and appreciation.

QUESTIONS TO ASK

  • Do I have the ability to support my team members through each phase?
  • Is there someone outside the team who I can talk to in confidence to help me with this?
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