5 Stages of Team Development
Team development is the process of learning to work well with others. In order for a team to be productive, its members must be able to collaborate and contribute to the team’s goals. However, this does not happen by itself; it emerges when the team works together. You’ve most likely been assigned to a group to collaborate on a school assignment or project. When your team first meets, you’re likely to sit around and stare at each other, unsure of where to start. You are not a team at first; you are just individuals who have been assigned to work together. You come to know each other over time, learn what to anticipate from one other, how to divide labour and assign duties, and how to coordinate your efforts. You begin to function as a team rather than a collection of individuals as a result of this process. According to research, teams go through several stages of development. An educational psychologist named Bruce Tuckman identified a five-stage development process that most teams follow to achieve high performance. The stages were dubbed “shaping,” “storming,” “norming,” “performing,” and “adjourning,” according to him.
A period of orientation and getting to know one another is included in the formation stage. Uncertainty is strong at this point, and people are yearning for authority and guidance. Control may be sought from a person who exerts authority or is knowledgeable. Members of the team are asking questions like, “What does the team have to give me?” ” “Can you tell me what is required of me? “Will I be accepted? ” As members learn to know one another, the majority of interactions are social.
Storming is the most hardest and dangerous step to get through. Individual personalities emerge during this period, which is characterised by conflict and competitiveness. In this stage, team performance may actually suffer as energy is diverted to ineffective activities. Subgroups and cliques may form around strong personalities or areas of agreement as members dispute on team goals. Members must overcome barriers, accept individual differences, and work through conflicting opinions on team responsibilities and goals to get through this stage. This is where teams might become bogged down. Failure to resolve conflicts can lead to long-term issues.
It’s easier to see what everyone is doing when teams work in the same place. Designers consult with product managers for guidance, and product managers consult with analysts on user data and reports. You can see and hear the development that is being accomplished. Because you can’t see what individuals are working on, it’s different for remote marketing teams. To address this issue, implement procedures that allow designers, for example, to monitor how material is evolving and estimate when they will be able to complete their revisions.
Consensus and cooperation are well-established in the performing stage, and the team is mature, organised, and well-functioning. There is a clear and stable framework in place, and everyone is dedicated to the team’s goals. Problems and disagreements continue to arise, but they are addressed in a productive manner. (In the next section, we’ll talk about the function of conflict and how to resolve it.) The team is concentrating on problem-solving and achieving team objectives.
The majority of the team’s objectives have been met at this point. The focus is on completing last tasks and recording effort and outcomes. Individual members may be shifted to other teams as the workload decreases, and the team may disintegrate. As the team comes to a conclusion, a ceremonial acknowledgement of the team’s labour and achievement can be beneficial. If the team is a standing committee with ongoing responsibilities, members can be replaced, and the team can return to the formation or storming stage and begin the development process again.
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