Team development

Team development

Stages of Team Development from Abdul Ahid

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!