The complexities that define the stages of development within the context of group situations are clearly reflective of the dynamics and interpersonal relationships of groups from inception to achievement, to eventual dissolution. And, although some groups progress and subsequently regress through the respective stages without a full completion of this cycle (Holmen, 2010/2011), many realize an end-result that is much more meritorious. This phenomenon is often portrayed fictitiously in sports-related films, of which Hoosiers provides an excellent example of the ultimate success that may be understood should a group master the developmental stages of forming, storming, norming, and performing.
These distinct stages are built upon premises established by Bruce Tuckman whereby it is cited that groups tend to develop in terms of phases that are characterized by specific actions and behaviors that describe team interactions from initial team encounters to the functional performance of the group (Morgan, 2010). The forming stage, interpreted primarily as one in which group members collect relevant information concerning one another for the purpose of acclimation, is also one that is wrought with limited interaction among members and potential complaining of organizational concerns (Holmen, 2010/2011). Subsequently, a group migrates to what is referenced as storming, a stage that is replete with group conflict. In the event the group is able to achieve some semblance of harmony, growth to the norming stage is sequentially realized. Here, the group appears to execute somewhat flawlessly in many regards, and seem to be fully functioning (Morgan, 2010). Finally, according to earlier versions of Tuckman’s model, groups enter a phase referred to as performing where it can be implicitly expected that the group may begin to deliver anticipated results (Morgan, 2010).
In the film Hoosiers, newcomer coach, Norman Dale, assumes the role of head coach for a team that is considered mediocre in terms of performance. As a unit, the group is new. The team manager becomes a player, the assistant head coach resigns, and key players elect to leave the team. As such, only five players remain on the team’s roster. The team begins practice somewhat apprehensively with ambiguity as to how the team will take the court with a mere five players. Clearly, the team, at this juncture, are in the confines of the forming stage, as they attempt to acquaint themselves with the team’s transformation and the methods of its new coach.
The team’s practices give way to an initial game, one in which the coach feels as if he has clearly devised and communicated his expectations to his squad. However, the team fails to execute strategies that the coach perceives to be fully understood, and instead become argumentative with the coach and the opposing team, and eventually, with one another as the team seeks to impose blame upon losing its match. The coach, frustrated with the outcome, reminds the team that it is his system that will ultimately contribute to their success, and as such, the players can choose to accept his methods and remain on the team, or they may resign in the event they are unable to submit. In short, the team (and the coach) are storming.
Immediately following additional incidents relative of an identical theme, the community elects to consider the coach’s immediate termination. However, a former star player who may provide proven results, suggests returning to the team, but only in the event the coach is retained. The coach maintains his position. The team begins to solidify as a unit. They begin to play to obtain victories as opposed to the individual results they once had. Subsequently, the returning star player emerges as the team’s leader. The team has migrated to the norming phase.
In a grand crescendo, elevated team play results in multiple, consecutive victories. The team not only serves to execute as a unit, but roles become interdependent and an ultimate goal is established: to win the state championship, a feat rarely accomplished by a school the size from which the Hoosiers hail. Prior to the tip-off of the championship game, the coach’s final lament to his team is one that clearly indicates the team has moved to performing in that he says, “I love you guys.” The team wins the state championship.
As it is often said that art imitates life, the film Hoosiers clearly demonstrates a group’s path through the various stages of team development as the basketball team forms, storms, norms, and eventually becomes a high performing team. Understandably, it is somewhat evident to conclude, given the outcome of the film, that most successful groups, sports-related or otherwise, undoubtedly experience similar means.
Sources Cited
Holmen, S. (2010). Group Development: Forming, Storming, Norming, and Performing: LarsonAllen LLP. Retrieved from http://www.larsonallen.com/effect/group_development_forming_storming_norming_and_performing.aspx
Morgan, J. (2010, January 20). Forming, Storming, Norming, Performing, Adjourning and Transforming | The Future WorkplaceThe Future Workplace. Retrieved from http://www.thefutureorganization.com/forming-storming-norming-performing-adjourning-and-transforming/