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Team development

Team development

A classic approach to team development and processes was originally formulated by Bruce Tuckman in the 1960s and updated in the 1970s. Whilst the model has been around for a long time it is widely regarded as a definitive approach to helping us understand the different stages that teams go through in their development. By understanding this devel­opment process, managers can adopt different strategies to help guide their teams through the various stages.

Tuckman’s model is based on four sequential stages of development that all teams experience:

  1. Forming stage
  2. Storming stage
  3. Norming stage
  4. Performing stage

Tuckman’s model advocates a range of specific actions to support each development phase. By adopting these strategies a manager can optimize the team’s performance. The critical point comes in recognizing the development stage the team is in. Listed below are the classic char­acteristics and leadership team actions associated with each of the four stages.

The forming stage

(Newness, honeymoon, impersonal)

Behavioural characteristics:

  • Politeness.
  • Superficiality, reserved.
  • Avoiding controversy.
  • Suspense – what’s going to happen to me?
  • Withholding of information.
  • Watchful of other members – guarded position.
  •  Relatively low levels of involvement and participation.
  • Fear, anxiety, nervousness.
  • Dependence on the leader to get things moving.
  • Providing direction: moving the team from the comfort of non­threatening topics to encountering the risk of disagreement and potential conflict.

Team and people issues:

  • Inclusion – will I be included?
  • Who are these people?
  • What will happen to me?
  • Am I going to enjoy this experience?

Strategies to help a team move through this phase:

  • Establish a clear sense of direction and performance goals.
  • Identify the resources available to the team.
  • Effect introductions – ‘break the ice’ and get people co-oper­ating.
  • Build a supportive and open atmosphere.
  • Identify relevant parties and stakeholders outside the team.
  • Clarify individual roles, expectations and objectives.
  • Get the team doing things together.

The storming stage

(CHALLENGE, CONFLICT, COMPETITION, DIFFICULTIES)

Behavioural characteristics:

  • Feeling stuck: “What are we supposed to be doing here?”
  • “I’m fed up with this” feelings being expressed.
  • Opting out of proceedings.
  • Resistance to requests for help and co-operation.
  • Competitive behaviour between team members.
  • Sub-groups developing.
  • Jockeying for position – who’s in charge here?
  • Differences being expressed openly.

The team leadership issues:

  • Feelings of loss of control.
  • People opt out or drop out.
  • Loss of momentum and impetus.
  • Challenging the leader.
  • Resistance to move things on.

Team and people issues:

  • Allowing the team the opportunity to vent negative feelings.
  • Search or battle for control and influence.
  • Leadership of the team – avoiding too long a vacuum.
  • Sense of frustration and loss of direction.

Strategies to help a team move through this phase:

  • Allow the dispute to continue for a while – the team need to vent – it is OK!
  • Re-establish and confirm the team’s mission and objectives – why we are here.
  • Clarify the leadership role.
  • Clarify roles, responsibilities and expectations.
  • Promote real listening amongst the team.
  • Establish required team procedures and processes.
  • Provide positive feedback.
  • Manage the conflict constructively – identify the issues.
  • Stay relaxed and calm – see this stage as natural and positive.
  • Move the team from ‘testing and proving’ to a ‘problem solving mentality’.

The norming stage

(MATURING, SHARING, GETTING DOWN TO BUSINESS)

Behavioural characteristics:

  • Give and take amongst team members.
  • Acceptance and agreement on roles and responsibilities.
  • Procedures and processes understood by all.
  • Ground rules for meetings are set and adhered to.
  • Working together.
  • Group decision-making is generated by quality discussions.
  • Increased levels of active listening occur.

The team leadership issues:

  • Inter-dependence between members and the leader.
  • Sharing and completing work together.
  • Shaping the team as an effective unit.

Team and people issues:

  • Support and acceptance of others.
  • Sharing perspectives, feelings and ideas.
  • Soliciting and giving feedback to each other.
  • Creativity and innovation increasing.
  • Openness.
  • Positive feelings about being part of the team.
  • Mutual support.

Strategies to help a team move through this phase:

  • Demonstrate ‘give and take’ amongst team members.
  • Discuss team processes and dynamics.
  • Ask for input versus ‘telling’.
  • Focus on team goals and objectives when conflicts arise.
  • Demonstrate openness to feedback.
  • Re-establish roles and responsibilities.
  • Confront issues.

The performing stage

(UNITY, CONFIDENCE, MATURITY, HIGH ENERGY)

Behavioural characteristics:

  • High performance and productivity through problem solving strategies.
  • Strong mutual support and co-operation.
  • Giving and receiving feedback.
  • Lots of emotional and task support evident in team working.
  •  Follow through with regard to commitments and action plans.
  • Strong team identity, spirit, pride and cohesion.
  • All team members contribute.
  • Flexibility in outlook and approach.
  • Compliance of the norming stage is replaced by commitment.

The team leadership issues:

  • Inter-dependence of the team and leader.
  • Role of the leader – redundancy?!
  • Need to stand back – delegate and empower.
  • Commitment.
  • Risk taking.
  • Trust and support.

Strategies to help a team move through this phase:

  • Delegate, coach and develop team members.
  • Enhance openness.
  • Promote supportive and creative confrontation of ideas.
  • Seek out feedback.
  • Let go!
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