Team Development

Most teams go through four development stages before they become productive – forming, storming, norming, and performing. Bruce W. Tuckman first identified the four development stages, which are

• Forming – Expectations are unclear. When a team forms, its members typically start out by exploring the boundaries of acceptable group behavior with leader directs the team. Members please each other and take pride in being part of new team. This period is also called as honeymoon period. In the forming stage, roles will need to be formalized and clarification given about the responsibilities of different team members. The team leader or facilitator is critical to this stage, because his or her behavior is important in how the team is going to come together. The facilitator or team leader needs to pay attention to the process, make sure that the structure is clear, and act in a directive manner at the beginning of the team-building process.
• Storming – Consists of conflict and resistance to the group’s task and structure. Conflict often occurs and disagreements slow down the team as every team member positions his position. However, if dealt with appropriately, these stumbling blocks can be turned into performance later. This is the most difficult stage for any team to work through. Careful facilitation, moving things forward, and keeping everyone on the same page are crucial to this stage. The team leader will need to coach the team and come up with a code of honor – establishing how team members are going to treat each other throughout the entire process. Differences need to be resolved quickly to remain focused on the endgame, and team members should honor one another by paying attention and listening carefully. Once you have tested those boundaries and reached a consensus on performance, goals, and better communication, you can move on to the next phase.
• Norming – A sense of group cohesion develops and team members resolve conflicts by agreeing on mutually agreeable ideas. Team members use more energy on data collection and analysis as they begin to test theories and identify root causes. The team develops a routine and trust amongst members. Team members begin to see each other’s points of view and cohesion is attained. A better understanding of the process and purpose of the work is gained, and a working style for the team is agreed upon. It’s during this phase that the team leader can take a little step back and let the team members take more responsibility for the process.
• Performing – The team begins to work effectively and cohesively as each team member is independent with responsibility and function. It is the highest possible level of productivity with the least amount of friction within the group. It’s during this time that the team members are really coming together with a consensual approach to getting things done and are unified around a goal. At this stage, the team leader needs to delegate and then step aside to let the team work through the process. The team leader should ensure that breakthroughs are celebrated and small successes are recognized.
• Transitioning – In this last phase, the team is split as the project ends. If project’s scope is increased then as per the scope, selective team members continue and rest go back to other work. You may want to disband the team because you are completely out of time, or far enough along that you can delegate the remaining pieces to team members. At this stage, you need to encourage and support those team members who have trouble moving on from the project. If there is uncertainty about the future or your team members are losing interest, it may be a signal to start thinking about adjourning the team and having things completed in a different fashion.
• Recognition The recognition stage should never be overlooked. Here, the team leader is absolutely critical in ensuring that the team gets the credit, and not the leader or facilitator. At this stage, a process review should occur, in which the team leader can offer overall feedback regarding successes, failures, and how the process could be improved. Successes should be celebrated and the organization made aware of the team’s accomplishments. Credit should be given where it is due.