5.4.1 Forming Storming Norming Performing team-development model

What the leader should see

What team members do

Stage 1: Forming

High dependence on leader for guidance and direction. Little agreement on team aims other than received from leader. Individual roles and responsibilities are unclear. Leader must be prepared to answer lots of questions about the team's purpose, objectives and external relationships. Processes are often ignored. Members test tolerance of system and leader. Leaders direct.

•  Get to know the task and one another

•  Learn each other's skills and expectations

•  Test each other's commitment and attitude

•  Begin to define tasks and roles

•  Focus on symptoms and problems not related to the task

Stage 2: Storming

After a new team is formed, its members typically go through some rough times.

Decisions don't come easily within group. Team members vie for position as they attempt to establish themselves in relation to other team members and the leader, who might receive challenges from team members. Clarity of purpose increases but plenty of uncertainties persist. Cliques and factions form and there may be power struggles. The team needs to be focused on its goals to avoid becoming distracted by relationships and emotional issues. Compromises may be required to enable progress. Leaders coach.

•  Set unrealistic goals

•  Rely on only one person's experience and ideas

•  Resist working together

•  Make little progress

•  Compete for control

•  Focus on the task or goal, not on how to get it done

Stage 3: Norming

The team gets on course and identifies how its members can work together effectively.

Agreement and consensus is largely forms among team, who respond well to facilitation by leader. Roles and responsibilities are clear and accepted. Big decisions are made by group agreement. Smaller decisions may be delegated to individuals or small teams within group. Commitment and unity is strong. The team may engage in fun and social activities. The team discusses and develops its processes and working style. There is general respect for the leader and some of leadership is more shared by the team. Leaders facilitate and enable process.

•  Have some difficulty, but are making progress toward reaching the goal

•  Use each other's ideas

•  Give and receive constructive feedback

•  Set, and usually follow, team ground rules and norms

•  Value individual differences

Stage 4: Performing

The team is now fully functioning.

The team is more strategically aware; the team knows clearly why it is doing what it is doing. The team has a shared vision and is able to stand on its own feet with no interference or participation from the leader. There is a focus on over-achieving goals, and the team makes most of the decisions against criteria agreed with the leader. The team has a high degree of autonomy. Disagreements occur but now they are resolved within the team positively and necessary changes to processes and structure are made by the team. The team is able to work towards achieving the goal, and also to attend to relationship, style and process issues along the way. Team members look after each other. The team requires delegated tasks and projects from the leader. The team does not need to be instructed or assisted. Team members might ask for assistance from the leader with personal and interpersonal development. Leader facilitates.

•  Make progress toward the goal with speed and efficiency

•  Work together to diagnose and overcome obstacles

•  Use feedback to make changes

•  Find ways to continuously improve how they work together