One-off teams are those that are formed in response to special needs, such as a project, a training course or a review. They are characterised by having finite life spans, clear objectives and sometimes terms of reference. Their aim is usually to produce a result, often in strict cost and time constraints. In short, they come together to perform.
According to research by Bruce Tuckman, amongst others, one-off teams grow through five stages of development.
1. Forming. The forming stage is the process of appointing people to the team and bringing them together. The atmosphere is often wintry, cold and formal. Suspicion, distrust, caution and fear may exist. The main direction of interaction is between individuals and the team leader. Although the forming stage is often a short stage in team development, teams can get stuck if trust is low and there is no impetus for development.
2. Storming. The storming stage is the second stage of team development when the group realises the need to move out of the stagnant stage of forming. Now people start to sort out the issues in the group including how things are to be done, what roles people are to perform, who is going to work with who, and so on. Instinctive reactions arise based on individual fears. There are differences about exactly how to proceed and whose ideas will dominate. Although this can be a dangerous time, with the group fighting over the way forward, it is also a positive time since there is more interaction between team members, both in building alliances and in conflict with others.
3. Norming. The team can either stick in the storming stage, possibly indefinitely until the team implodes, or until they realise that progress is unlikely to happen unless they sort things out. This means establishing roles and rules that everyone can sign up to. This often depends on the team thrashing out what their purpose is and agreeing a system for working together. People start to see what they can personally gain from belonging to the team. There are the beginnings of putting others' needs ahead of one's own within the framework of mutual gain. The glimmers of team spirit start to emerge.
4. Performing. If the norming stage of team development succeeds, the group starts to function as a team: individuals working to a common purpose and a common set of procedures. The result of this is that the group perform better than any individual on their own. The group creates a synergy and becomes a team.
This realisation is often the defining moment in the life of a team and it creates its own motivation. Members now see the advantages in putting the team ahead of themselves. They are willing to sacrifice personal needs in the service of the team. In return, the team allows them to go on an exciting adventure that promises rich rewards in terms of doing things that they could never have done on their own. The team is ready to face risks and challenges in the confidence that, together, they can succeed. They know that this means working together at an enhanced level of mutual acceptance and support. The team can now perform to the limits of what is possible.
5. Disbandment. It is tempting to keep a well-performing team going once it has reached a high level of performance. After all, this is what it was formed for. However, while some teams manage to prolong their success for some time, it is in the nature of organisational life for complacency and self-satisfaction to creep in once a team reaches a winning level. Then it becomes important to look to the future by disbanding and starting the growth cycle once more.
So, what is the role of the team leader in guiding teams through these stages? Well, if you are a team leader the first thing you need to do is have a clear understanding of this process of evolution. Then you need to know how to nudge the team forward through each of the five stages without forcing and without rushing. For example...
� at the forming stage, focus on the team's identity. Accept the team as a unit that can look after itself with your support. Build their confidence. Intervene only if the mix of individuals is not right.
� at the storming stage, encourage openness. Promote a safe climate. Allow healthy conflict. Avoid rescuing the team.
� at the norming stage, remind the team what they have in common. Link ideas. Connect people. Seek interaction between the team members.
� at the performing stage, give people the confidence to believe in themselves. If need be, give them the skills they need. Provide positive feedback. Celebrate success.
� at the disbanding stage, manage change by looking ahead and moving on.
If you manage and lead this 5-stage process of team life, you will have created something unique that the people involved are likely to remember all their life.
According to research by Bruce Tuckman, amongst others, one-off teams grow through five stages of development.
1. Forming. The forming stage is the process of appointing people to the team and bringing them together. The atmosphere is often wintry, cold and formal. Suspicion, distrust, caution and fear may exist. The main direction of interaction is between individuals and the team leader. Although the forming stage is often a short stage in team development, teams can get stuck if trust is low and there is no impetus for development.
2. Storming. The storming stage is the second stage of team development when the group realises the need to move out of the stagnant stage of forming. Now people start to sort out the issues in the group including how things are to be done, what roles people are to perform, who is going to work with who, and so on. Instinctive reactions arise based on individual fears. There are differences about exactly how to proceed and whose ideas will dominate. Although this can be a dangerous time, with the group fighting over the way forward, it is also a positive time since there is more interaction between team members, both in building alliances and in conflict with others.
3. Norming. The team can either stick in the storming stage, possibly indefinitely until the team implodes, or until they realise that progress is unlikely to happen unless they sort things out. This means establishing roles and rules that everyone can sign up to. This often depends on the team thrashing out what their purpose is and agreeing a system for working together. People start to see what they can personally gain from belonging to the team. There are the beginnings of putting others' needs ahead of one's own within the framework of mutual gain. The glimmers of team spirit start to emerge.
4. Performing. If the norming stage of team development succeeds, the group starts to function as a team: individuals working to a common purpose and a common set of procedures. The result of this is that the group perform better than any individual on their own. The group creates a synergy and becomes a team.
This realisation is often the defining moment in the life of a team and it creates its own motivation. Members now see the advantages in putting the team ahead of themselves. They are willing to sacrifice personal needs in the service of the team. In return, the team allows them to go on an exciting adventure that promises rich rewards in terms of doing things that they could never have done on their own. The team is ready to face risks and challenges in the confidence that, together, they can succeed. They know that this means working together at an enhanced level of mutual acceptance and support. The team can now perform to the limits of what is possible.
5. Disbandment. It is tempting to keep a well-performing team going once it has reached a high level of performance. After all, this is what it was formed for. However, while some teams manage to prolong their success for some time, it is in the nature of organisational life for complacency and self-satisfaction to creep in once a team reaches a winning level. Then it becomes important to look to the future by disbanding and starting the growth cycle once more.
So, what is the role of the team leader in guiding teams through these stages? Well, if you are a team leader the first thing you need to do is have a clear understanding of this process of evolution. Then you need to know how to nudge the team forward through each of the five stages without forcing and without rushing. For example...
� at the forming stage, focus on the team's identity. Accept the team as a unit that can look after itself with your support. Build their confidence. Intervene only if the mix of individuals is not right.
� at the storming stage, encourage openness. Promote a safe climate. Allow healthy conflict. Avoid rescuing the team.
� at the norming stage, remind the team what they have in common. Link ideas. Connect people. Seek interaction between the team members.
� at the performing stage, give people the confidence to believe in themselves. If need be, give them the skills they need. Provide positive feedback. Celebrate success.
� at the disbanding stage, manage change by looking ahead and moving on.
If you manage and lead this 5-stage process of team life, you will have created something unique that the people involved are likely to remember all their life.
No comments:
Post a Comment