Change Implementation Techniques for Forming Transitional Team, Creating Alignment, Maximizing Connectedness and Creativity
Technique 3.9 Four Stages in Team Development
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(Where are you and your colleagues?)
Introduction
There are four stages in developing a team: orientation, dissatisfaction, resolution and production; each stage is part of a journey.
Process
Answer the following statements with a "yes" or "no", if the "yes" answers outnumber the "no", then you are in that stage
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Statements |
Yes |
No |
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You are in stage 1 (orientation), if the following applies to you |
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i) Feeling moderately eager with high expectations |
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ii) Feeling some anxiety |
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iii) Asking questions such as - Where do I fit? - What is expected of me? - What are the rules and expectations? - Can I trust these people in the team? - How are decisions made? - Is it safe to say what I think? |
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iv) Testing the situation and central figures |
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v) Depending on authority and hierarchy |
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vi) Needing to find a place and establish oneself |
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vii) Group is clear on its mission, goal and responsibilities |
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Statements |
Yes |
No |
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You are in stage 2 (dissatisfaction), if the following applies to you |
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i) Experiencing a discrepancy between hope and reality |
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ii) Feeling dissatisfied with dependence on authority |
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iii) Feeling frustrated: angry about goals, tasks and action plans |
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iv) Feeling incompetent and confused on issues such as - What is expected? - How are we to go about our job? |
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v) Reacting negatively towards leaders and other members |
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vi) Competing for power and/or attention |
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vii) Experiencing polarities: dependence/independence |
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viii) Experiencing conflict |
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Statements |
Yes |
No |
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You are in stage 3 (resolution), if the following applies to you |
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i) Decreasing dissatisfaction |
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ii) Resolving discrepancies between expectations and reality |
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iii) Resolving polarity and animosities |
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iv) Developing harmony, trust, support, co-operation and respect |
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v) Developing co-operation, self-esteem, cohesiveness and confidence |
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vi) Being more open and giving more feedback |
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vii) Sharing responsibility and control |
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viii) Using team language |
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ix) Team starting to run itself |
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Statements |
Yes |
No |
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You are in stage 4 (production), if the following applies to you |
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i) Feeling excited about participating in team activities |
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ii) Working collaboratively and independently with whole and sub-groups |
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iii) Feeling team strength and commitment to each other and the team's goals |
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iv) Showing high confidence in accomplishing tasks |
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v) Sharing leadership |
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vi) Feeling positive about the team's successes |
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vii) Performing at high levels |
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viii) Strong team identity and confidence in the team's ability |
In summary, the characteristics of
Stage 1 - this stage is like 2 dogs meeting for the first time and, normally, productivity is low but morale is high.
Stage 2 - honeymoon is over and expectations are lowered.
(NB This is a critical stage when the team can either fall apart or lay the foundation for creativity and valuing differences, and people should be encouraged to express their frustration and confusion)
Stage 3 - group is learning to work together; with facilitation more than direction being the manager's role
Stage 4 - both productivity and morale is high; with the team functioning smoothly towards accomplishing well-defined tasks that everyone agrees on. Leaders adopt a more supportive role.
Another way of describing the different stages in team development is forming, storming, norming, performing and adjourning. This phase development model has been criticised as it does not take into account the background and situational context in which a group of people comes together; it has limited application outside white male of Caucasian background as the research conducted in developing the concept excluded women and members of minority groups. For example, the storming phase of males establishing boundaries that define power and identity are not the driving forces for women
"...who can more easily establish connections and relationships without the need for ego-boosting, pecking-order confrontations..."
Harry Onsman, 2005a
(sources: Kenneth Blanchard et al, 1986: Robert Kriegel et al, 1996; Harry Onsman, 2005a)
