How to support team development and drive high performing teams
A classic model of team development was first described by Bruce Tuckman and later revised by Tuckman and Jensen in the 1970's.
Tuckman proposed that groups develop through the following distinct stages before becoming truly effective:
This is when the team first comes together and is characterised by unclear objectives, feelings not being expressed, avoidance of conflict and the leader making most of the decisions.
The key need at this stage is to orientate individuals to the goal, tasks and members of the group.
As a leader you can support the team through this stage of development by setting the direction and clarifying the team's purpose:
- What is the overall goal?
- What are the key deliverables?
- What resources are available?
- What is each member's role and responsibilities?
- What are the basic team rules and processes?
Stage 2 - Storming
Tuckman believed that conflict is a normal phase of team development and constructive conflict produces many benefits including improved decision making, greater diversity and innovation as well as avoidance of 'group think'.
During the storming phase members compete with each other for power and are more willing to confront things they disagree with.
The key need at this stage is to facilitate discussion and promote active listening between team members.
You can support the team by encouraging discussion and healthy debate:
- Provide opportunities for the team to get together to review progress.
- Involve quieter members so their opinions are expressed and heard.
- Emphasise the benefits of co-operation rather than unproductive competition.
- Help team members to resolve any personality clashes or differences of opinion.
Stage 3 - Norming
The norming stage is characterised by greater team cohesion and a willingness by members to listen to each other without confrontation. There is also more sharing of ideas and the level of trust among the group increases.
The key need at this stage is to agree working practices and team processes by establishing ground rules.
You can help the team at this stage by facilitating discussion and gaining agreement about the group norms, both task (the what) and process (the how).
- Clarify both formal and informal rules.
- Check agreement and get buy-in e.g. team charter.
- Ensure norms align with the organisation's culture and team objectives.
- Resolve any ambiguity.
- Encourage group identity.
Stage 4 - Performing
Teams at this stage are high performing, (not all groups reach this stage) and are equally focused on task and people. High performing teams are characterised by a common purpose, shared accountability, co-operation, high morale and effective group decision making.
The key need at this stage is productivity through teamwork.
You can support high performing teams by setting them challenging targets and by acknowledging and rewarding their efforts.
Stage 5 - Adjourning
For project based teams the last stage is adjourning which involves the dissolution of the team. This stage can be difficult for team members as they are loyal to the team and may not want it to disband.
The key need at this stage is task termination and having an opportunity to say goodbye.
You can support the team through this final stage by celebrating their achievements.
- Recognise both the team's and individuals' contributions.
- Reflect on performance and learning e.g. project review.
- Allow time and space for personal goodbyes.
The key to improving teamwork is to recognise the stage of team development and then provide the appropriate level of support to help them to move forward.
