Group Life Cycles and Member Roles

Miguel works on a team at a fabrication shop, completing projects for various clients. Each team member brings a different level of experience; some have been in the trade for years, while others are relatively new to the field. They also have different preferences for how the work should be done. One of Miguel’s coworkers isn’t comfortable using the shop’s new design software and prefers to sketch plans by hand. Miguel, on the other hand, has been learning the software through training videos and online courses. He finds it faster and more accurate, but the team needs to work together and be consistent. What should Miguel do?

Interpersonal communication occurs between two people, but it takes on new layers in a group setting. Group communication involves coordination, collaboration, and sometimes conflict. In trade environments, teams often develop their routines, language, and tools that make sense to them; however, those same habits may not translate well to other teams or departments. Individuals often belong to multiple groups (like shop teams, unions, or certification organizations), and each setting might require a shift in communication style to match the group’s expectations and norms.

Groups are dynamic systems that continually change. They grow together and eventually come apart. People join groups, and others leave. This dynamic changes and transforms the very nature of the group. Those in leadership positions may ascend or descend the leadership hierarchy as the group’s needs and circumstances change. Group socialization refers to the interactions between group members and the relationships they form.

Group Life Cycle Patterns

Many researchers have described the universal stages and phases of group development to better understand its life cycle. While there are modern interpretations of these stages, most draw from the model proposed by Bruce Tuckman (1965). This model, shown in Figure 36.1, specifies the usual order of the phases of group development as a cycle, allowing us to predict several stages we can anticipate as we join a new group.

Psychologist Bruce Tuckman (1965) outlined five stages that most groups go through as they develop and work toward their goals: forming, storming, norming, performing, and adjourning. Let’s break these down in everyday language with real-world insight.

Forming is when the group first comes together. People are figuring each other out, including names, personalities, and work styles. It’s often polite and a little awkward. Everyone is trying to understand the purpose of the group and their role within it. This phase is uncertain, especially if group members are not familiar with each other. According to Uncertainty Reduction Theory (Berger & Calabrese, 1975), people naturally try to reduce this uncertainty by gathering information and observing behavior. For example, if you learn your boss is grumpy on Monday mornings, you quickly figure out not to schedule meetings.

Storming happens next. Once people get comfortable enough to be honest, friction can arise. Disagreements may arise over roles, workload, or differing working styles. Some people may want to lead, while others prefer to take a backseat. This phase isn’t bad—it’s normal. The key is working through it with open communication and a shared sense of purpose. A clear mission and early team-building can help ease the tension. It’s also important to remember that every person brings unique experiences and expectations that need time to align.

Norming is when things start clicking. Group members determine who is responsible for what, how communication flows, and what the group expects from each person. These expectations—called norms—might not be written down, but they shape behavior. You’ll notice people becoming more comfortable contributing and collaborating. When norms are explicit and trust is high, people feel safe enough to speak up, share ideas, and focus on the task at hand.

Performing is the sweet spot. This is where the group is productive, efficient, and goal-oriented. Everyone understands their role, communicates effectively, and collaborates to achieve the desired outcome. Performance doesn’t just mean doing the work—it means doing it well, with minimal drama and maximum collaboration. While groups must progress through earlier stages to build trust and establish structure, strong leadership and clear expectations can help teams reach this stage more quickly.

Adjourning is when the group finishes its task and goes its separate ways. Some groups conclude with celebration and recognition, such as a team lunch or a brief thank-you email. Others may dissolve quietly or unexpectedly due to shifting priorities or failed outcomes. Either way, ending a group experience can evoke a mix of emotions, including pride, relief, and even disappointment. No matter the circumstances, a thoughtful closeout respects everyone’s time and effort.

Life Cycle of Member Roles

As groups progress through a life cycle, from formation to adjournment, group members assume different roles during this period. These roles, proposed by Richard Moreland and John Levine (1982), are summarized in Table 9.2.1.

The Group Membership Life Cycle: An Example from the Skilled Trades

Let’s walk through the stages of group membership using Miguel, a recent graduate from a welding certification program, as our example:

Stage 1: Potential Member
Miguel just completed his welding training and works full-time at a fabrication shop. He has heard about the American Welding Society (AWS) and is considering joining to advance his professional growth and potentially earn additional certifications. He asks his coworkers if they’ve joined and browses the AWS website to learn more.

At this stage, Miguel is a potential member. He hasn’t officially joined, but he’s exploring what it means to be part of the professional community.

Stage 2: New Member
Miguel registers as an AWS member and signs up for a workshop on advanced welding techniques. He starts attending local chapter meetings to network, but it feels a little overwhelming; he doesn’t know the usual routines, the people, or the unspoken rules of the group.

As a new group member, you might initially feel out of place. It takes time to figure out how the group works, who’s who, and how to fit in. But as you start participating more, you begin to find your place.

Stage 3: Full Member
After being involved for a while, Miguel becomes more confident. He has earned a certification, presented at a chapter meeting, and helps coordinate events for newer members. At this point, Miguel is a full member. He knows the expectations, follows the group’s rhythm, and helps shape new ideas or practices. People now look to him for help and advice.

Stages 4 & 5: Divergence and Marginalization
As Miguel gains more experience, he sometimes disagrees with others on the best approach to safety procedures or fabrication methods. These differences can create friction, especially when people aren’t open to new ideas. Miguel feels less connected to the group and contributes less during meetings. He notices that he avoids certain people and doesn’t enjoy involvement as much as he used to.

This is when someone becomes a divergent or marginal member—they start to pull away and may seek other groups that better match their values or goals.

Stage 6: Exit or Reconnection
Eventually, Miguel teams up on a project with Elena, a senior welder who prefers more traditional tools and methods. At first, they clash, but they eventually learn to respect each other’s approaches. After several years, Elena retires from welding and AWS. Miguel must decide whether to stay in the group or pursue a new professional path.

At this stage, some people choose to leave the group, while others reconnect and continue to be involved in a new way. As someone building your career, recognizing these phases helps you adapt, navigate conflict, and grow in your field.

Positive and Negative Member Roles

If someone in your group always makes everyone laugh, that can be a distinct asset when the news is less than positive. However, the class clown may distract you when you must finish work. Notions of positive and negative group member roles depend on the context. Table 9.2.2, “Positive Roles,” and Table 9.2.3, “Negative Roles,” list both positive and negative roles people sometimes play in a group setting (Beene & Sheets, 1948; McLean, 2005).

You may view group roles differently after reviewing both positive and negative behaviors. While some traits may harm group dynamics, others can be helpful or harmful depending on the situation. For example, someone who tends to take charge—often labeled a “dominator”—might frustrate a team if they constantly override input. However, in certain situations, such as a welding team facing a sudden safety issue, having someone step in and provide clear, decisive direction can be necessary. In contrast, when the team plans a new layout for the shop or brainstorms ways to improve workflow, the roles of coordinator, contributor, or elaborator may be more appropriate.

Every group comes together for a purpose. Often, a team can achieve more than any one individual could alone. However, group progress can be derailed by a “blocker” who continually resists others’ input or shuts down ideas. Occasionally questioning a plan is healthy and can lead to stronger outcomes, but repeatedly derailing conversation without offering constructive alternatives creates unnecessary conflict. A skilled communicator knows how to distinguish between someone raising a valid concern and simply halting progress. Let’s return to Miguel’s story. As he gained more experience and became a full member of his professional welding association, he also started developing his opinions about fabrication methods and safety practices. How might Miguel share his knowledge and lead others without overpowering the team? What leadership style could help him guide newer welders while still being open to collaboration and learning?