Ch. 10: Stages of Team Development

"It is amazing what you can accomplish if you do not care who gets the credit." – Harry Truman

Teamwork isn't some people's cup of tea. Part of that comes down to trust, or the lack thereof. Being part of a team requires a certain amount of vulnerability. This isn't easy for some, but there are some things that are just easier done as part of a group. I have played both team and individual sports in my life, even as an adult. I played roller derby for five years, which were some of the funnest times of my life. There were also some challenges as several of those years were in leadership positions, such as Secretary and Captain. Most of those challenges involved dealing with the other personalities involved in the organization, typically those who really struggled with teamwork or authority in general. Those individuals would probably be best suited for an individual sport, such as running, which I enjoy as well. Both have their perks, but in the business world teams are often necessary of cannot be avoided. 

NWA Rollerderby, 2011, I was Captain at the time, up front in blue, and also pregnant with my 4th.

This blog will explore the 5 stages of team development, as well as how to facilitate a team's development through each stage as the leader. 

The five stages of team development are based on the stages of small group development by Bruce W. Tuckman. In 1965, he introduced the four distinct phases of group formation that are now included as the first four stages, "forming, storming, norming, and performing" (Tuckman, 1965). He later added the 5th stage, "adjourning" in 1977 (Smith, 2005). 

Forming

This is the stage of introduction and getting to know each other. Some members may be eager and motivated and others are anxious and reluctant. This is also the stage where roles and tasks are assigned and where timelines and expectations are discussed. As the leader in the forming stage it's important to facilitate communication and interaction and establish guidelines for how the team will work together (Daft, 2018). 

Storming

This is the stage of development where personalities really start to show themselves. This can also be where individuals start to push back against each other in disagreement. Conflict may arise as team members disagree over the general mission or goals (Daft, 2018). Personality clashes often manifest and frustration and stress may occur with certain individuals that may lead them to challenge the authority of the leader. The leader, in this stage, may help facilitate the development of the team by addressing these conflicts as they come, encouraging communication, and leading by example (Day, 2019). 

Norming

Progressively, the team will move toward the norming stage and difference will either be resolved or put to the side for the sake of the goals. There may be occasional overlap with other stages, including storming. As results begin to appear members become more motivated to work harder. This stage is fairly short in duration and the team leader should emphasize open communication and clarify roles, expectations, and values to facilitate development through this stage (Daft, 2018). The behavior of the leader can resemble that of a coach or mentor. 

Performing

This working stage emphasizes accomplishing the teams objectives and goals. Most have moved beyond conflict and members generally confront and resolve problems in the interest of accomplishing the task at hand (Daft, 2018). The leader can help aid development in this stage by delegating, facilitating growth and performance, and manage expectations of other members. The leader should allow flexibility in roles and tasks and try to keep team morale high to prevent burnout (Day, 2019). It's important to remain calm as the leader and assist in tasks as necessary. 

Adjourning

The last stage of team development includes the conclusion of the goals and mission being accomplished. The team wraps up all remaining projects and tasks. It's important as the leader to reflect on the teams achievements and possible areas of improvement. The text points out that task performance is not a top priority for the leader, instead they should shift the focus to the team members' social and emotional needs (Daft, 2018). 

In thinking back on recent group projects I am able to see each of these stages and how they manifested, even in the shortest of time frames. And, even in the most cohesive group settings, I can still see areas where conflicts have arisen, even if just briefly. 

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