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Group Development (I): A Review and Synthesis of Development Models

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  • Laku Chidambaram

    (University of Hawaii)

  • Robert Bostrom

    (University of Georgia)

Abstract

This is the first of two parts that examine the issue of group development and its impact on the study design of group support systems (GSS). We review the various models of group development, analyze the sources of differences among these models, and synthesize common themes across various models. The paper concludes with a meta-framework for understanding group development; this framework highlights the two areas of focus that have dominated group development research in the past: group processes and outcomes. The second paper will build on the ideas developed here and discuss the implications of group development for GSS research. Previous research on group behavior suggests that groups change over time; patterns of change, referred to as group development models, have been an important area of study for the past four decades. For the first three of these decades, unitary models of group development were very popular; that is, the notion that all groups go through a certain series of predefined stages. In the last decade, however, researchers have cast doubt on such unitary models of group development. Nonsequential models that recognize the uniqueness of each group (and consequently reject the idea of a single, predetermined series of stages) have become increasingly popular. This paper examines the implications of these issues for researchers and managers of groups. It also attempts to serve as the foundation for the propositions developed in the next paper, in which the relevance of group development for GSS research and practice are discussed.

Suggested Citation

  • Laku Chidambaram & Robert Bostrom, 1997. "Group Development (I): A Review and Synthesis of Development Models," Group Decision and Negotiation, Springer, vol. 6(2), pages 159-187, March.
    • Handle: RePEc:spr:grdene:v:6:y:1997:i:2:d:10.1023_a:1008603328241
    DOI: 10.1023/A:1008603328241
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    References listed on IDEAS

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    1. Donald C. Hambrick & Richard A. D'Aveni, 1992. "Top Team Deterioration as Part of the Downward Spiral of Large Corporate Bankruptcies," Management Science, INFORMS, vol. 38(10), pages 1445-1466, October.
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    Cited by:

    1. Edward Christensen & Jerry Fjermestad, 1997. "Challenging Group Support Systems Research: The Case for Strategic Decision Making," Group Decision and Negotiation, Springer, vol. 6(4), pages 351-372, July.

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