Six Domains of Group Development
Good, better, best; never let it rest till your good is better
And your better is best.
- Anonymous
So, once a group, always a group. Is that right?
Although the configuration may remain the same, group dynamics evolve. All
groups attempt to balance getting the work done with attending to process, creating
ongoing tension.
Six domains influence how effectively a group functions (Garmston &
Wellman, 1999). For success in each domain, group members need to have domainspecific knowledge, skills, and structures. What follows is a brief explanation of
each domain, its underlying assumptions, and what is necessary for the group to
function effectively in that domain.
Getting Work Done. Group members understand that tension between task
and process is ongoing and believe that it and the group’s work are manageable.
Key knowledge includes being able to function in modes of both dialogue and
discussion, knowing how to conduct successful meetings, being able to facilitate
groups, and skill in designing efficient and effective meetings.
Doing the Right Work. The underlying assumption here is that vision,
mission, and values focus group energy and help ensure that they are doing the right
work. Members need to know how to live with conflict, work with problems that
seem unmanageable, increase their adaptively, and create a sense of community.
Working Interdependently. The key underlying assumption for this domain is
that diversity is an asset and subgroups must work together and see each other as
valuable resources. They must adhere to the seven norms of collaboration. They
must also be proficient in discussion and dialogue, meeting management, facilitating
groups, and living with conflict.
Managing Systems. Knowing when to reject linearity and think more
systemically and systematically as the tasks become more complex is the underlying
assumption. Key knowledge incudes living with conflict, handling unmanageable
problems being adaptive and creating community.
Developing Groups. Regardless of its current productivity, a group can always
be more effective and/or more efficient. Adapting to change is a task for both
individuals and groups. The underlying assumption is that both individual and
group orientations are required to plan and implement significant change. The
requisite knowledge includes information on these six domains, living with conflict,
valuing community, and the principles for creating community.
Adapting to Change. The underlying assumption here is that if groups are to
be effective, they must constantly adapt to external environments. The more
unstable the environment, the more the group must maintain an outward
orientation. Required knowledge includes working with conflict, adapting to change
and creating community.
Kaser, Joyce. Mundry, Susan. Stiles, Katherine E. Loucks-Horsley, Susan. Leading
Every Day. Day 31. (pp. 273-274) 2002.
Garmston, Robert J. Wellman, Bruce M. The Adaptive School: A Sourcebook for
Developing Collaborative Groups. (pp. 37, 55, 57) 1999.
It is easy to see how interrelated these six domains are. For example, skill in
dialogue and discussion are essential for two of the six. Being effective at dialogue
requires internalization of the norms of collaboration. These are also prerequisites
for dealing with conflict.
Additional Information:
Dialogue vs. Discussion
Dialogue is a reflective learning process in which group members seek to
understand each other’s viewpoints and deeply held assumptions. The word
dialogue come from the Greek dialogos. Dia means “through” and logos means “the
word.” In this “meaning making through words,” group members inquire into their
own and others’ beliefs, values, and mental models to better understand how things
work in their world. Each group member does much of the deepest work internally.
At its most ineffective, discussion is a hurling of ideas at one another. Often it takes
the form of serial sharing and serial advocacy. Participants attempt to reach
decision through a variety of voting or consensus techniques. When discussion is
unskilled and dialogue is absent, decisions are often of poor quality represent the
opinions of the most vocal members or the leader, lack group commitment and do
not stay made.
Skilled discussions take place within a shape known to participants. Three elements
help to form this shape: (a) clarity about decision-making processes and authority,
(b) knowledge of the boundaries surrounding the topics open to the group’s
decision-making authority, and (c) standards for orderly decision-making meetings.
Most meetings are, in fact, structured discussions.
Seven Norms of Collaboration:
1. Pausing
2. Paraphrasing
3. Probing for specificity
4. Putting ideas on the table
5. Paying attention to self and others
6. Presuming positive intentions
7. Pursuing a balance between advocacy and inquiry
Kaser, Joyce. Mundry, Susan. Stiles, Katherine E. Loucks-Horsley, Susan. Leading
Every Day. Day 31. (pp. 273-274) 2002.
Garmston, Robert J. Wellman, Bruce M. The Adaptive School: A Sourcebook for
Developing Collaborative Groups. (pp. 37, 55, 57) 1999.