Conflict in Small Group Decision Making Models

Due to the benefits of task conflict on decision-making, it is not surprising that conflict plays a vital role in two prominent small group decision-making models. Aubrey Fisher’s (1970) Decision Emergence Model and Bruce Tuckman’s (1965) Forming-Storming-Norming-Performing Model both incorporate conflict as a specific phase in group decision-making. The two models are similar and align in multiple ways. Groups go through four phases in the team decision making process: orientation (forming), conflict (storming), emergence (norming), and reinforcement (performing).

Orientation – Forming

In the orientation (forming) stage, independent group members begin to establish relationships with one another as they attempt to orient themselves to the allocated task and to one another. Group members do not know each other well enough to have established trust yet, so this phase is primarily about situating oneself and about planning for the task.

Conflict – Storming

In the conflict (storming) phase group members begin to suggest their ideas. There may be tension as differing ideas and personalities compete for dominance. Alliances form and leaders emerge in this phase. It is important that there is sufficient deliberation in this phase and that groups avoid premature consensus. The right balance is important. Too much discussion can lead to inactivity, but insufficient discourse can lead to a less effective plan.

Emergence – Norming

The emergence (norming) phase occurs when one idea emerges as the best and members begin to soften their combative defense of personal ideas. It is a move towards agreement for the group as the goals and interests of the team take precedence over personal needs.

Reinforcement – Performing

Regardless of earlier opinions, all team members commit to the team’s objectives and plans during the reinforcement (performing) phase. There is a sense of joint resolution and ownership of the selected idea, and team members feel invested in the outcome. For Tuckman, the performing phase signals a high performance team that is communicative, collaborative in its decision making, and open to norms of dissent.