The 5 Stages of Team Development DEFINED + Expert Advice
Problems and conflicts still emerge, but they are dealt with constructively. The team is focused on problem solving and meeting team goals. The norming stage is a time where group members become a cohesive unit. A sense of community is established, and the group remains focused on the group’s purpose and goal.
Have you seen instances of collective efficacy helping or hurting a team? When group members develop strong relational bonds, they are more committed to each other and the success of the group, and they are therefore more likely to pull their own weight. The more strongly members identify with the group, the easier it is to see outsiders as inferior, or enemies in extreme cases, which can lead to increased insularity.
Inputs are factors which are controlled and influenced by management. They include ‘climate’, the atmosphere under which the team works, and ‘group configuration’, how the team is put together, who is selected to work in it and why. In general, the greater the ‘task uncertainty’, that is to say the less obvious and more complex the task to be addressed, the more important it will be to work in a group or team rather than individually. This is because there will be a greater need for different skills and perspectives, especially if it is necessary to represent the different perspectives of the different stakeholders involved.
In this stage, groups often become more comfortable asking for what they need in a productive manner and offering feedback on team and leadership performance. It’s important to remember that teams in the Norming stage may not yet have gotten everything right and still need guidance and consideration as they move towards becoming an effective team. It’s vital to stay alert to team dynamics and both individual and group performance – you may want to course correct or further strengthen certain aspects of how your team works together. After delineating the roles of everyone in the team, it’s important to clarify expectations for how they should work autonomously and together. This exercise is an effective way of clarifying how your team should work together while also setting clear expectations around personal responsibility, reporting, and individual action.
Key actions to support Storming
A team’s performance is at peak capacity at this stage because everyone has learned to identify and leverage each other’s strengths for the common good. Getting everyone on the same wavelength sounds easy on paper, but that isn’t the case. It’s challenging to balance common and individual goals within a team especially during moments of discord, failure, or stress. True interdependence is the norm of this stage of group development. The team is flexible as individuals adapt to meet the needs of other team members. This is a highly productive stage both personally and professionally.
It is preferable to reward the team rather than individual team members in order to promote harmony and cohesion. Rewarding individuals can lead to competitiveness and hostility. However, Belbin’s framework has been very influential on organisational and managerial thinking about team building and development . Such frameworks are helpful in guiding the composition of a balanced team. When, as a manager, you have no control over the composition of a team it is important to discuss with team members their strengths and weaknesses and preferred working styles. In the case of the newsletter project, you may need to think about ways of setting up the project.
This allows the manager to put a particular team-related issue in context in order to understand it better. Looking forwards, the manager needs to consider the development of team members and the skills and competences that will be useful to take to the next team and task. Storming is characterized by competition and conflict within the team as members learn to bend and mold their feelings, ideas, attitudes, and beliefs to suit the team organization. Although conflicts may or may not surface as group issues, they do exist.
By documenting the individual and group responses, you can begin to chart how attitudes have changed and improved and thus understand how you can do so again in the future. This is where groups begin to settle into a working pattern, appreciate one another’s strengths and become more effective as a team. Most teams are comprised of people from different disciplines, backgrounds, and skill sets. Particularly when people with vastly different roles work together, expectations around needs, dependencies, and how to ask for help can be very different. Avoid misunderstandings and conflicts in this area by using this exercise to help everyone in a group coordinate around what they need to succeed and find ways to articulate those needs effectively.
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Such issues can relate to things like the group’s tasks, individual roles and responsibilities or even with the group members themselves. Team building activities focus on bringing people with different areas of expertise together and getting them to interact outside their comfort zone. On the other hand, team development looks at ways your company can help teams work more effectively by focusing on goal alignment. Conflict can often arise if members of a team don’t feel as if their needs are being met by others on the team or the regular give and take of effective teamwork breaks down. Conflicts around how teams work together often come from misunderstandings in responsibilities or how roles interrelate. You can help a team move towards more effective working practices by ensuring every team member is able to articulate what they need from other members and leaders and be heard and understood in this process.
- This is because there will be a greater need for different skills and perspectives, especially if it is necessary to represent the different perspectives of the different stakeholders involved.
- Tuckman’s model of group development can help you understand how a team might theoretically grow, but alone it isn’t sufficient to help your team succeed and meaningfully develop.
- A team’s upholder-maintainer would likely submit the team’s request for a large increase in resources to top management.
- This short quiz does not count toward your grade in the class, and you can retake it an unlimited number of times.
- Problems and conflicts still emerge, but they are dealt with constructively.
Team effectiveness is enhanced by a team’s commitment to reflection and on-going evaluation. In addition to evaluating accomplishments in terms of meeting specific goals, for teams to be high-performing it is essential for them to understand their development as a team. At its peak, the group moves into the fourth stage of group development, known as the performing stage. Competence in all members is seen, allowing for a high level of autonomy in decision making. Problem solving, experimentation and testing possible solutions are high as group members are focused on task completion and achievement. The overall objective of the group during the performing stage is to complete their mission and fulfill their purpose though goal achievement.
Key actions to support Performing
One-on-One MeetingsHave engaging 1-on-1s, never forget what was discussed, and build better relationships with your direct reports. GuidanceGuidance allows admins to suggest talking points for managers to discuss during their 1-on-1s. MeetingsBuild collaborative agendas, record notes and action items in real-time, and never forget what was discussed. The getfit challenge is a free 12-week, team-oriented fitness challenge open to the entire MIT community. Get your team registered by January 22, and get ready for all the fun, camaraderie, perks, and potential prizes that come with participation.
In the Performing stage, the team makes significant progress towards its goals. Commitment to the team’s mission is high and the competence of team members is also high. Team members should continue to deepen their knowledge and skills, including working to continuously improving team development.
For instance, you can set a clear purpose and mission early on during the forming stage, and consistently revisit during the other stages, so no one ever loses sight of the goal you’re all working towards. Similarly, establish ground rules and make sure they’re followed. When each of the five stages is carried through, your group will feel more in sync and be a high-functioning unit. No one is afraid to ask a question, bring up a concern, or pose a new way of going about certain tasks. Everyone can bring their whole self to the team, play to their strengths, and will step up and help one another when it’s needed.
Stage #5 — The Adjourning Stage
To quality of the output produced by a group, the type and frequency of its activities, its cohesiveness, the existence of group conflict. The main purpose of this activity is to remind and reflect on what group members or participants have been through and to create a collective experience and shared story. Every individual will gain a shared idea of what the group has been through together.
Team members will learn how to communicate effectively without being too aggressive or passive-aggressive. This leads to less conflict within the team and outside of it . It also reduces the amount of time spent explaining concepts or ideas, which frees up time for other tasks.
The learnings from this activity can then be used to resolve issues, strengthen the group and help move the team from Norming to Performing. Successfully moving through the storming stage means that a team has clarified its purpose and strategy for achieving its goals. It now transitions to a period focused on developing shared values about how team members will work together. These norms of collaboration can address issues ranging https://globalcloudteam.com/ from when to use certain modes of communication, such as e-mail versus telephone, to how team meetings will be run and what to do when conflicts arise. Norms become a way of simplifying choices and facilitating collaboration, since members have shared expectations about how work will get done. While working on a high-performing team may be a truly pleasurable and growthful experience, it is not the end of team development.
Indeed, it may be the case that a solution seemed impossible and you may have resorted to how the problem might have been avoided. Although you will have no solution to implement, you will be able to what are the four stages of team development draw lessons to inform your current and future management practices. The only truly win–win strategy is collaborating, seeking to find solutions that are understood and appreciated by all parties.
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