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If your project team is not completing its tasks effectively and team members don’t seem to be cooperating well with each other, there’s no need to despair – it’s well recognized that all teams go through rough patches, and it’s part of their natural progression towards becoming an effective team. You can do something about it, though. By understanding the phases of development[1] that teams go through, you can guide your team through the rough patches to help them reach peak performance more quickly.
There are three main aspects of team performance:
1. content – what the team does
2. process – how the team works towards its objectives
3. feelings – how team members relate to each other
For teams to perform successfully, they must focus on all three areas. All teams pass through four stages of development, gradually becoming more effective in each of these three areas. At each stage, the dynamics of the team change dramatically from periods of inefficiency and uneasiness through to a period of high performance, as follows:
Phases of Team Development
FORMING
STORMING
NORMING
PERFORMING
General Observations
Uncertainty about roles, looking outside for guidance.
Growing confidence in team, rejecting outside authority.
Concern about being different, wanting to be part of team.
Concern with getting the job done.
Content Issues
Some attempt to define the job to be done.
Team members resist the task demands.
There is an open exchange of views about the team’s problems.
Resources are allocated efficiently and processes are in place to ensure that the final objective is achieved.
Process Issues
Team members look outside for guidance and direction.
Team members deny the task and look for the reasons not to do it.
The team starts to set up the procedures to deal with the task.
The team is able to solve problems.
Feelings Issues
People feel anxious and are unsure of their roles. Most look to a leader or coordinator for guidance.
People still feel uncertain and try to express their individuality. Concerns arise about the team hierarchy.
People ignore individual differences.
Team members are more accepting of one another.
People share a common focus, communicate effectively and become more efficient and flexible as a result.
Another stage, Adjourning, has also been added to the model of development. This final stage involves the disengagement of relationships between team members and a short period of recognition for the team’s achievements when the team disbands. Sometimes concluding the operations of a team is disturbing for members, especially if they have worked together for long periods of time. The change may also cause feelings of insecurity or threat.
- There are a number of important points about the team development model:
- A team will not be fully effective unless it reaches the stage of performing.
- Many teams accept storming as a normal way of operating, whilst a number of teams may never get beyond forming.
- Unless the process of norming is fully completed, teams may degenerate into storming.
- The amount of time taken to complete the cycle will vary tremendously between teams.
Many factors determine how quickly a team will evolve towards effectiveness, including its size, geographical spread, frequency and duration of meetings, synergy of team types, stability of team membership, external influences, time pressures and the nature of its activities.
Here are some things that you can do to help your team to progress through the stages to reach peak performance.
From Forming to Storming
- Clarify roles within the team.
- Make team goals explicit and ensure they are understood by everyone.
- A high level of support will be needed here as the team get to know each other and their tasks. Be available to provide support whenever necessary.
From Storming to Norming
- Strong leadership and direction is needed to keep the team unified and ensure cooperation.
- Discuss team values and agree on how you will work together as a team. You might want to agree on ground rules for how you will work together. You might also want to assess the climate in the team and define the values that you would like to adopt as a team.
- Take on a motivational role, pointing out the positive aspects of what the team can achieve together and instilling a sense of team spirit.
- Passionately articulate the team’s vision to inspire others and gain commitment.
From Norming to Performing
- Encourage team members to recognize and make the most of each other’s strengths.
- Foster an atmosphere of open communication.
- You can now start to take less of a directing role. Give team members more autonomy where appropriate and empower them by delegating tasks based on their skills and expertise. This will boost confidence and motivation.
References[1] B W Tuckman, 'Developmental Sequence in Small Groups', Psychological Bulletin 63, 1965.
