Groups and Teams: The key stages in the process of team development

In the blog last week, we evaluated the advantages and disadvantages of working in either groups or teams. This week we will explore the key stages in the development of teams.

While working effectively in a group requires the constant guidance of competent management, teams need to be developed through a challenging process that is based on five stages. Moreover, experienced trainers are fully aware that the successful transformation from a group to a team style is never guaranteed either for individuals or the collective membership.

The process of team development

"Coming together is a beginning, staying together is progress, and working together is success." Henry Ford

In contrast to groups, team members must learn to work together in the pursuit of collective outcomes. This ability does not come naturally and needs to be gradually developed over time as the team works together to manage assigned tasks. Indeed, research illustrates that teams are required to pass through a five-stage process prior to the achievement of high-quality performance. These stages are called forming, storming, norming, performing, and adjourning as illustrated in the diagram below.

Note. Tuckman's stages of team development

The key stages of team development

The forming stage

This stage immediately introduces some interpersonal risks as team members attempt to become fully adjusted to their team roles and become acquainted with each other. Moreover, members arriving from a group working context may experience a sense of uncertainty in relation to unclear line leadership and authority. The issue of ‘Will I fit in?’ can also be an initial stressful experience.

The storming stage

This is the most demanding and threatening stage in the team development process during which performance can typically decline. The reason for this is that disagreement can arise over team goals, sub-groups can form around strong personalities, and interpersonal conflicts may divert energy from the task. Therefore, members need time to work through this stage to agree some common goals and behavioural norms.

The norming stage

This can only arise once members have successfully managed the storming process. Here, some consensus needs to emerge around issues such as leadership functions, appropriate forms of interpersonal communication, team roles, and conflict management strategies. Now, performance increases as members learn to cooperate and focus on collective goals. However, should serious disagreements re-emerge, the team can regress back into the storming stage or breakdown altogether.

The performing stage

This is the most satisfying stage of the team experience as consensus and cooperation between members. This enables the team to become increasingly mature, organised, and high performing. Moreover, there is now a clear and stable structure, while members focus energy on team goals, rather than interpersonal distractions. Problems and conflicts will still emerge, but team members are now able to manage them more constructively.

The adjourning stage

At this stage, the team has fulfilled the purpose for which it was formed. Now, the work requirements typically diminish, while individuals start being assigned to new projects. However, this can be a challenging time for the team as the end and reassignment of members can be experienced as a sad occasion. Consequently, organisations need to arrange some form of ceremony to thank the team and support individuals in their progression to some new roles.

To conclude, in the blog next week we will explore the challenges of developing the team facilitation role that requires a more subtle interpersonal leadership style compared to the traditional group line management function.

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Question 1

What is the primary role of the facilitator in the process of team development?

Question 2

Why might storming stage be more comfortable for people from the English-speaking nations?

Question 3

Might the development of team facilitators be the most challenging aspect of the process?

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We shall explore Question 3 in the next blog.

Reference

Tuckman, B. W., & Jensen, M. A. C. (1977). Stages of small group development revisited, Group and Organizational Studies, 2(4), 419–427. https://www.doi.org/10.1177/105960117700200404