14. Overview of Community Group Formation Process, and Common Challenges and Factors Influencing Group Success

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14a overview of group formation process
14b Factors Influencing Community Group Success
14c Common Challenges in Community-based Organization Governance and Recommendations for Addressing Them

This resource outlines key information for community facilitators to support effective group formation and management including the process of group formation, key characteristics of successful community groups and factors influencing community group success, as well as common challenges and any advice for mitigating them.

Keyword Search Tags

Project Phase:
Planning Phase, Implementation Phase

Approaches for Working With Communities:
Community Development Approach

Project Support:
Facilitator Resources, Training

Specific Topics:
Group Formation/Strengthening

14a. Overview of Group Formation Process

The process of group formation begins with community mobilization. This entails engaging the community to come together to support a common shared interest and achieve a particular goal or objective.

The process of group formation was first outlined by psychologist Bruce Tuckman and describes how teams (or small groups) move through stages which are further defined below and include: forming, storming, norming, and performing, and adjourning (or mourning). The figure below illustrates Tuckman’s team development model, where each of the five stages of team development represent a step on the team-building ladder. As the group members climb the ladder, they move from a random assembly of strangers into a high-performing team or group capable of working towards a common goal.

The five stages of small group development are further defined below.

1. Forming: At this stage, the individuals or community group members begin to know each other, understand the purpose of the team or group, and looking for direction from the group leader.
2. Storming: At this stage, people start to push against the established boundaries. Conflict or friction can also arise between team members as their true characters – and their preferred ways of working surface and clash with other people
3. Norming: People start to resolve their differences, appreciate one another's strengths, and respect the authority of their leader.
4. Performing: The group is in flow and performing to its full potential. With hard work and structured processes, the team is likely to achieve its goals efficiently.
5. Adjourning (or Mourning): Many groups reach this stage naturally. For example, projects come to an end, or permanent groups are disbanded, and people redeployed.

It should be noted this model and stages are not a one-way street. Groups may go back and forth between stages. For example, when a new group member joins a group it can disrupt the group dynamic, or when it decided to undertake a new collective action it may regress and need to re-evaluate the groups’ goals and members’ roles and responsibilities. Thus, when a group arrives at the performing stage, it is important to continue observing the groups progress and assess whether there is any regression which may need to be addressed.

Follow the steps below to support facilitation of a group’s progress through the stages of group formation and strengthening:

1. Identify the stage that your group is at from the descriptions above.
2. Consider what you/the group’s members and/or leadership can do to support the group’s progress to the next stage
3. Schedule regular reviews of group progress and adjust behaviours and leadership approach accordingly.
    

14b. Factors Influencing Community Group Success

Factors influencing group success are outlined below [88] [112]:

Group Cohesiveness: factors influencing group cohesiveness influencing a group’s success, include:

1. Similarities of Attitudes and Values: One of the strongest sources of group cohesiveness is the similarity in attitudes and values among group members. This plays a key role when focusing on a particular goal that the whole group believe in. Having a clearly defined group vision is therefore critical to group success.
   
2. Size of the Group: Small groups are effective. The larger the size of the group, the less cohesive the group is. The main reasons for this are:
   i. When the group is small, its members have constant face to face contacts. Thus, there will be high degree of interaction and communication with each other. In large groups, the possibility of interaction among members is less.
   ii. As group size increases, it becomes more difficult to get the group to agree on common goals and activities and expression of disagreement and dissatisfaction increases.
   iii. Another problem with large size groups is that there is a likelihood of forming small groups within the large groups. This would result in the dilution of the common group goal thus increasing the extent of power politics play. This tends to decrease the overall cohesiveness.
   iv. Studies have shown that if all the members of the group are of the same sex, then small groups have better cohesion than large ones. But when the groups were made up of both males and females, the large groups have better cohesion.
   
3. Time: It is quite natural that the more time people spend with one another, the more they will get to know each other and more tendency there will be to get closer to each other, thus, strengthening the degree of cohesiveness.
   
4. Location: Location of the group plays an important role in determining the cohesiveness. Where members of a group are located close together separated from other groups, they will develop greater cohesiveness because of constant face to face interaction. Where there is no dividing line between one group and another, cohesion is more difficult to achieve because a chain of interactions develops.
   
5. Difficulty in Entry: The more difficult it is to get in a group, the more cohesive that group becomes. The reasons are that in exclusive and elite groups the members are selected based on certain characteristics and these characteristics being common to all add to the degree of liking and attraction towards each other. The more exclusive the group the more is the closeness among members. As the groups are not easy to join, the selected members feel a sense of pride and accomplishment.
   
6. Inter Dependency: When each member of a group has independent activities, the cohesiveness among the members of such group will be less as compared to the group whose members are doing the operations which are dependent upon each other, thus, mutual dependency leads to greater cohesiveness.
   
7. Group Leadership Behaviour: The behaviour of the group leadership has a direct influence on the degree of cohesiveness that exists within a group. The leader can make close relations difficult by creating unhealthy competition among members. On the other hand, he can build solidarity by rewarding cooperative behaviour. The cohesive group can help attain the group goals more effectively, if the group members are properly inspired by their leader. A stable and accepted leadership structure. Comprised of honest individuals who demonstrate dedication and sufficient expertise/competency is therefore important to a group’s success.
   
8. Member Turnover: To make a group more cohesive, there is need for some degree of stable relationships among members. The higher the degree of member turnover, the less cohesive a group becomes. this is because the more frequently members leave a particular group, the more time it will take for new and old members to get to know each other and re-establish trust and a willingness to cooperate.
   
9. Threat: Common threats or challenges are a very powerful force which can unify community members and support group formation, particularly when:
   i. The perceived threat comes from outside the group
   ii. Cooperation can help over-come the threat/challenge, and
   iii. There is little or no change to evade experiencing the threat
   For example, when there is a perceived threat of poor leadership within a community, community members can become motivated to come together as united front to ensure the threatening party has less chance to succeed and take advantage of the community.
   
10. Shared Goals and Previous Successes: When a group achieves a meaningful goal, the cohesiveness of the group increases because the success is shared by all the members and each one feels responsible for the achievement. If the group agrees on the purpose and direction of its activities, this serves to bind the group together. Having a common purpose/shared interest and well defined and agreed upon goals objectives is critical for group success. Regular review of vision, mission, and objectives is also helpful to promoting group success.
    
11. Cooperation: Sometimes the general atmosphere of group enhances cohesiveness.
    
    In addition to effective leadership, factors which are important to promoting a positive group atmosphere and group cooperation include:
    
    • A comprehensive constitution and by-laws agreed by all members, where rules are in use/enforced
    • Having clear mechanisms for the sharing benefits and liabilities amongst members
    • Effective participation of group members, which can be supported by having clearly defined tasks, and membership responsibilities which are shared.
    • Effective participation of group members with equal representation of all members.
    • Strong interpersonal skills for team building
    • Effective and timely internal conflict resolution mechanisms.
    • Members respect each other.
    • Having regular meetings.
    • Having well established and agreed communication channels within the group, as well as for communication with non-members.

Other general group characteristics contributing to group success include [88] [112]:

• Enhance welfare of other members.
• Group resources are managed as agreed by group members.
• Leaders are democratically elected at specified intervals.
• All members are afforded an equal chance/opportunity of being elected leaders.
• Group membership is clearly defined.
• There is proper record keeping and documentation.
• Transparency and accountability.
• Continuous acquisition of new skills

In contrast, factors which can contribute to group failure include [88] [112]:

• Poor leadership
• Unclear vision/ objectives
• Poor interpersonal relationship
• Poor communication
• Undefined tasks
• A weak constitution /by laws
• Non-adherence to constitution
• Lack of mechanisms on sharing benefits
• Poor participation
• Weak conflict resolution and transformation mechanism
• Unwillingness to acquire new skills
• Weak interpersonal skills for team building

14c. Common Challenges in Community-based Organization Governance and Recommendations for Addressing Them

Examples of common challenges faced by community-based organizations are outlines below [88]:

• Ineffective leadership by political, community and/or religious leaders
• Inadequate political good-will from the leaders who are currently in office and out of office
• Conflicts, infighting and splinters within groups
• Conflict of interest by leaders, government officers, donor agencies, development partners and other stakeholders
• External interference from technical officers, local and political leaders
• Mismanagement and misappropriation of community project resources
• Inadequate resources
• Dependency syndrome
• Inadequate organizational and management capacity
• Poor governance
• Low level of community participation and contributions
• Poverty
• Retrogressive culture
• Hostile natural factors
• Poor policy framework
• Clannism/nepotism/tribalism
• Illiteracy
• Language barrier
• Top – down approach to development
• Differences in socio economic status
• Dominance by influential community leaders (pioneer syndrome)
• Differences based on gender and discrimination

In addition, the following challenges have been identified related to facilitating group formation and strengthening [112]:

• May take long time.
• If not managed well, might polarise/benefit a specific section of the community.
• Misrepresentation of the group.
• Conflicts may delay progress.
• Might not address individual expectations.
• Excluded members may sabotage.
• Some individuals might dominate or have adverse roles.

Guidance for addressing some of these common challenges facing community based organization success are outlined below [88]:

1. Lack of trust

Trust is crucial to teamwork, and it starts with people knowing each other. Group members need to be acquainted, both professionally and personally, particularly in projects where tensions will run high at some point. Otherwise, members won’t understand each other, they won’t want to engage because they haven’t made that human connection and they won’t fully trust each other.

2. Conflict and tension

Conflict or a difference of opinion can be healthy and, if carefully managed, can trigger useful debates. It can make people think differently, expanding knowledge and insight; innovation can happen and results flourish. Different opinions within a group should not be seen as a bad thing. The group should put in place a mechanism to handle conflict whenever it arises.

3. Not sharing information

Knowledge is not power – unless it’s shared. Group members all bring a unique set of skills, knowledge, experience, and wisdom to the table. Effective groups fearlessly share regularly and generously for the benefit of everyone and for the benefit of the project’s success. This makes the capability of the whole group grow and gives the group more power. Leadership should strive to ensure that information is freely shared among members.

4. Low engagement

Group engagement is crucial to the group success. If engaged, group members will be interested in what they do, committed to the group mission and willing to go the extra mile. They are there in body as well as mentally and emotionally. The key to engagement is involvement – by involving others you make it impossible to stay detached.

5. Lack of transparency

Without transparency, trust will suffer – both within the group and outside. Transparency is becoming the presumed norm in project and programme management and expectations are growing. It starts at the top: the more senior you are, the more responsibility you must be a role model for this. Group members will follow the leader’s behaviours, good or bad. When this is done well, it can have a positive cascade effect throughout the organisation.

6. No long-term thinking

Group leaders must get beyond day-to-day urgencies, see the big picture, and consider how all parts fit together. For group members, this means being able to think beyond your own area, about how you fit into the wider group and how you impact the groups’ business. This is about group sustainability and long-term success. Everyone is busy, but just being busy is not enough. Long-term group success requires long-term thinking.

7. Badly perceived, not delivering

A group has a brand, an image and a reputation created by the actions and behaviours of the group members. A large part of the perception is driven by how well the group delivers on expectations and promises made. Community facilitators and group leaders need to make sure that everyone understands and takes responsibility for their roles in creating the perception of the group. This includes both what is delivered by the group and how it is delivered.

8. Poor change management

Change is constant and unless carefully managed, it can be detrimental to the group progress and results. Change starts and ends with communication. Whenever you think you’ve communicated enough, you need to communicate some more – and it needs to be interactive: listen, talk, and involve. Be aware of the change curve, or the four predictable stages of change: denial/resistance, emotional, hopeful, commitment. Each stage is needed, but how long someone stays at each stage can be managed and kept to a minimum.

9. Working in silos

Silo working is a reality for many groups. Group members may sit side by side but not really work together. A great group can be like the three musketeers – all for one and one for all. So, if you are in a group, you may as well really be in it. Working together in earnest is about making the most of the fact that you are a team. Honour your time and efforts by seeing yourself as a full-time member of the group, not just an individual contributor.

10. Not going in the same direction

To walk in the same direction, a group needs to know where it is going or what it is contributing to (vision) and why (purpose). Spend time on this with your group. This clarity provides a framework and ‘reason to be’ that can rally any given group to work together. Keep in mind that visions need to be compelling and purposes meaningful. People respond to the importance of both.

Link to References Cited