Information AboutForming-storming-norming-performing |
| CATEGORIES ABOUT FORMING-STORMING-NORMING-PERFORMING | |
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FORMING In the first phase, the ''forming'' of the team takes place. The team meets and learns about the opportunity, challenges, agrees on goals and begin to tackle the tasks. Team members tend to still behave quite independently. They may be motivated, but are usually relatively uninformed of the real issues and objectives of the team. Team members are usually on their best behavior but very focused on self. Very mature, wise and healthy team members begin to model appropriate behavior even at this early phase. Sharing the knowledge of the concept of "Teams - Forming, Storming, Norming, Performing" is extremely helpful to the team. Supervisors of the team during this phase tend to NEED to be directive. STORMING Every group will then enter the ''storming'' stage in which different ideas compete for consideration. During this phase, the team addresses issues such as what problems they are really supposed to solve, how they will function independently and together and what leadership model they will accept. Team members open out to each other and confront each other ideas and perspectives. In some cases, the ''storming'' stage can be resolved quickly. In others, the team never leaves this stage. The maturity level of several team members usually determines whether the team will ever move out of this stage. Immature team members will begin "acting out" to demonstrate how much they know and convince others that their ideas are correct. Some team members will focus on minutia to distract from the real issues. The ''storming'' stage is necessary to the growth of the team. It can be contentious, unpleasant and even painful to members of the team who are averse to conflict. Tolerance of each team members and their differences needs to be emphasized. Without tolerance and patience the team will fail. This phase can become destructive to the team and will lower motivation if allowed to get out of control. Supervisors of the team during this phase may be more accessible but tend to still need to be directive in their guidance of the decision-making process and professional behavior. NORMING At some point, the team will hopefully enter the ''norming'' stage. During this phase, team members adjust their behaviors to each other as they develop work habits that make the teamwork seem more natural and fluid. Team members often work through this stage by agreeing on rules, values, professional behavior, shared methods, working tools and even taboos. During this phase, team members begin to trust each other. Motivation increases as the team gets more acquainted with the project. Teams in this phase may lose their creative edge if the norming behaviors become too strong and begin to stifle healthy dissent and the team begins to exhibit Groupthink . Supervisors of the team during this phase tend to be more participative than in the earlier stages. The team members themselves can be expected to take more responsibility for making decisions and for their professional behavior. PERFORMING Some teams will reach the ''performing'' stage. These high-performing teams are able to function as a unit as they find ways to get the job done smoothly and effectively without inappropriate conflict or the need for external supervision. Team members have become interdependent. By this time they are motivated and knowledgeable. The team members are now competent, autonomous and able to handle the decision-making process without supervision. Dissent is expected and allowed as long as it is channelled through means acceptable to the team. Supervisors of the team during this phase are almost always participative. The team itself will make most of the necessary decisions. Even the most high-performing teams will revert to earlier stages in certain circumstances. Many long-standing teams will go through these cycles many times as they react to changing circumstances. For example, a change in leadership may cause the team to revert to ''storming'' as the new people challenge the existing norms and dynamics of the team. ADJOURNING AND TRANSFORMING Tuckman later added a fifth phase, ''adjourning'', that involves completing the task and breaking up the team. Others call it the phase for ''mourning''. A team that manages to remain together may transcend to a ''transforming'' phase of achievement. ''Transformational management'' can produce major changes in performance through team synergy and is considered to be more far-reaching than ''transactional management''. SEE ALSO REFERENCE
The article was reprinted in Group Facilitation: A Research and Applications Journal ‑ Number 3, Spring 2001 and is available as a Word document: http://dennislearningcenter.osu.edu/references/GROUP%20DEV%20ARTICLE.doc. |
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