Stages of development - Tuckman

factors encouraging group formation

• physical proximity

• rewards

• emotional support

• clear objectives

Forming - features

• team members come together

• little conflict due to nerves

• behaviours driven by desire to be accepted

• members learn about each other, nature of the task and purpose of the team

• group structures, status hierarchies and interaction between team members are initially decided upon

Forming - Strategy to Support

• encourage the team to get to know each other

• create relaxed and friendly atmosphere to ease anxieties

• clarify expectations, roles and responsibilities or members

• give guidance to the group

• set the goals of the team and clearly publicise them

• leader is involved at this stage

Storming - Features

• members are ready to establish themselves

• disputes and power struggles arise

• battle for positions, authority and influence among members

• views are more openly expressed

• an uncomfortable stage

• group conflict, criticism and open questioning of the group’s goals occurs

Storming - Strategy to Support

• mentor team through problems and encourage constructive criticism

• promote an open dialogue

• help find compromise between team and individual needs

• concentrate on issues about the tasks not about members

• promote team goals

Norming - Features

• conflicts are resolved

• tasks and responsibilities are divided amongst members

• sense of shared expectations

• mutual support and co-operation increase

Norming - Strategy to Support

• Encourage group discussion

• confirm boundaries and group roles

• maintain good communication

• help to ensure everyone has a shared vision, goal and identifies with the team

Performing - Features

• the boundaries have been set so the group can get onto the task

• members work together as a cohesive group

• people respected enough to get on with their task

• commitment to success and individuals are valued by colleagues

• collaboration increases group productivity and decision making

• group identity, loyalty and morale are all high

• everyone is task and people orientated

Performing - Strategy to Support

• a background supervisory role is required to ensure targets are being met

• intervene only when necessary

• monitor performance from a distance to ensure sufficient progress

• ensure resources are available for the members to prevent downtime

• positive praise is encouraged

• set realistic targets

• liaise with all team members to ensure they feel supported

Adjourning - Features

• completion and disengagement of task and group

• results in a dip in effectiveness until new norms are established

• task is accomplished and goals are achieved

Adjourning - Strategies to Support

• play a more external role

• recognise a team and individual success

• distribute awards