ARRC JOURNAL
However, an unintended consequence
of the comprehensive approach is that
although some military and non-military
organisations can add greater value
when working collaboratively, there can
be mistrust, concern or hesitation from
non-military actors, which prevents
effective and efficient working practises
from being established. For example, in
the case of humanitarian groups the use
of humanitarian aid for political or military
purposes represents a direct violation of
the fundamental humanitarian principles
of humanity and impartiality. When aid
is allocated on a strategic basis to win
popular support rather than on the basis
of need alone, humanitarians risk losing
their protected status as impartial. Even
if they are not directly involved in military-
led relief operations themselves, such
actions can easily blur the distinction
between humanitarian and military
actors, leading to the perception of
humanitarian relief as supportive of, or
associated with, military operations.
Therefore, in order to create positive
working relationships with open and
transparent dialogue, CIMIC staff often
underpin their interaction and liaison
duties with non-military actors with
the use of modern management and
psychology theory, as this helps prepare
the ground for effective collaborative
working practises. Akin to incorporating
interpersonal and communication skills
in CIMIC delivery, such approaches are
not immediately obvious or explained in
our own standard operating instructions
(SOI). Additionally, such skills are easily
transferable to other situations, such
as domestic, personal and professional
contexts, which is an added bonus for
the CIMIC operative.
The first theory that is considered is that
of Kurt Lewin, a social psychologist and
change management expert. 1 Lewin
noted that people often take on distinct
roles and behaviours when they work
in a group. Coining the phrase ‘group
dynamics’, he describes in detail the
effects of these roles and behaviours on
other group members and on the group
as a whole. In brief, he states that a
group with poor group dynamics disrupts
work and as a result, the group may not
come to any decision, or it may make the
wrong choice, because group members
could not explore options effectively.
Building
upon
this
foundational
knowledge, more recent research, which
has become central to CIMIC’s effective
leadership and management practises,
by psychologist Dr. Bruce Tuckman
adds further cognitive guidance on
how to maximise interactions when
applying the comprehensive approach.2
Tuckman came up with the memorable
phrase ‘forming, storming, norming
and performing’ in his 1965 article,
Developmental Sequence in Small
Groups. Later, he added a fifth stage,
‘adjourning’, which is sometimes known
as ‘mourning’ (Figure 2). He used this
framework to describe the path that most
teams follow on their way to attaining
high performance relationships and
output, starting with Forming and
working sequentially towards Adjourning.
Each time CIMIC deploys and is required
to engage with other actors in the
operational area, the team prepares
itself mentally to go through these five
distinct stages, identifying which stage is
in play, and tailoring their behaviour and
communication style to match.
Figure 2 – Tuckman Developmental Stages in Small Groups
Whilst Tuckman highlights the ‘what and
why’ of group forming, he unfortunately
does not elaborate on the ‘how’ with
regards overcoming it. This is purposely
done as he rightly advocates that,
when it comes to working with human
personalities, there is never a one size
that fits all and therefore each new group
must create a bespoke approach.
Forming
Clarify roles
Build goals
(SMART criteria)
Storming
Communicate &
collaborate
Negotiate Ideas
Establish timeline Resolve Conflict
Identify/assign
tasks Give effective
feedback
Discuss working
agreements Esclate
appropriately
Identify indvidual
strengths Tools: deBono’s
6 thinking hats,
ask/speak/
listen, ladder
of inference,
L-column
Tools: technology
use
Time management
For the sake of awareness within this
essay, some of the tools that CIMIC
has found to be effective in helping the
group transition through the stages are
provided below.
Norming
Reflect on group process
Experiemen (trial & error)
Learn/move beyond failure
Test assumptions
Conduct interim check-ins
Present outcomes
Tools: Kolbs Experiential Cycle
Figure 3 – CIMIC suggested activities for each stage of Tuckman
1 Kurt Lewin, “Frontiers in Group Dynamics: Concept, Method and Reality,” Human Relations 1, no. 1 (June 1947): 5–41.
2 Mary Maples, “Group development: Extending Tuckman’s Theory,” The Journal for Specialists in Group Work 13, no. 1 (1988): 17-23.
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ALLIED RAPID REACTION CORPS
Performing Adjourning
After action
review
Share lessons
Learned
Self/group
evaluation