There are some general principles that we can draw upon in observing and monitoring team formation and development.
Theory informs us that we can expect four stages.
Forming: This is the stage when team members first come together. The group is not a team, at this stage; just a collection of individuals. Members tend to be polite but very guarded in their relationships and approach to others. They spend their time making judgements of each other.
This is, often, a quiet time for team activity because people are weighing each other up rather than committing themselves, totally, to the task.
Storming: The ‘Storming’ stage is characterized by conflict. Although, there may have been some modest level of agreement, about objectives and roles, during the first stage, members, who held opposing views to the majority, may well, at this stage, test their arguments. It is possible that alliances will form, which can erode the cohesion, within the team. Two, or more, factions of team members, can, potentially, work against each other.
However, at some point, people realize that conflict is getting them, nowhere. A team leader will naturally emerge, be appointed or elected, who should bring the conflict out into the open, in order to resolve it. Objectives and team roles, established during the ‘Forming’ stage, might need to be redefined. Trust, between team members, can arise from conflict encountered, at this stage.
‘Norming’: This is the phase, of team development, when things start to settle down and the team gets organized. People’s roles have become much clearer and team members are more aware of their personal worth. The trust that, hopefully, has emerged from the ‘Storming’ phase enables team members to develop frankness, about each other, and provide constructive feedback on performance. There is greater openness and, because of their improved cooperation, team members give genuine consideration to the views of others. The team has developed an identity.
Performing: This is the period of development, when the team becomes most productive. It cannot be achieved until the team has gone through the earlier three stages. There is greater understanding between team members. They are aware of each other’s strengths and weaknesses and the team leader allocates tasks, accordingly. Because openness has been established, problems can be addressed, without conflict arising.
Team Members have reached a point of ‘belonging’
‘Leadership and Teamwork’ is high on our list for future Package development.