1. Formation
This happens when individuals begin to come together as an organization. They meet each other and begin to establish the proper norms and behaviours that guide the group. The team members depend on the leader of the team to provide direction. The interactions between the team members can be formal and courteous during this time.
When forming the team an organization, the Doer is interested in knowing the place he is in his role. He could be useful in bringing about actions and encouraging the team to take action. The Visionary assists by encouraging team members to share their ideas and set goals. The Feeler would like to feel accepted by people around her and helps them to connect with each other. Additionally, she wants the team members to be aware of their diverse nature. Boat Rocker wants the team to be diverse. Boat Rocker wants openness and the team to be able to clearly define its mission and direction.
2. Suffocating
The group members are becoming familiar with one another. They begin to argue and challenge one another. If this phase is not taken care of then the team will not be as strong as it isn’t yet able to manage conflict.
The Doer is becoming impatient as they want outcomes. He can assist the team by encouraging it to take action. The Visionary is concerned that the team may be distracted from its mission. She can aid by advocating for the common good, and by being open to new ideas. The person who feels the most is at this phase. He is determined to assist his team members be productive having a good listening ability. The Boat Rocker excels in this area due to the high energy. She can assist by demonstrating how to properly challenge people , and also when you should put the issue at the side.
3. Norming
The team members are close and have created guidelines for behaviour. They would like to see the team succeed. The trust is growing and everyone is enjoying themselves.
The Doer at this point is exuberant as the team gets back to work. He plays an important role in this process. He assists the leader to establish the standards (e.g. quality, etc.)) and encourage accountability as well as the efficient utilization of resources. The Visionary would like to be confident they are progressing toward its objective. She might be worried about the camaraderie. The Feeler is delighted that the team has made it to this point, but is wondering what if all the baggage been cleared away. He urges the team to think about their choices. The Boat Rocker becomes concerned that the team members are becoming complacent and are not challenging each other.
4. performing
In the final phase the group has a clearand common goal and direction. They appreciate the diversity of their members and are leveraging the strengths of each other. Synergy is beginning to take hold.
The Doer is concerned about the team’s lack of awareness of the external influences. He could be the catalyst for creating new standards. The Visionary gets bored and is looking for the team to find new opportunities. She can aid by encouraging the development of fresh ideas. The Feeler is satisfied with the team’s achievements and would like to rejoice. But he’s worried about the possibility of a decline. He can assist in encouraging his team members to have fun and to discuss issues. The Boat Rocker is convinced that the team members aren’t engaging enough. She can assist the leader by making external issues that could affect the group.
The most important thing to keep in mind is that teams usually move between different stages throughout its development. It is normal, and can be anticipated.
James Taggart has been a student of leadership for more than 15 years and has spent the last 10 years focusing on practical work in the field of the development of leadership as well as organizational learning and team building. As a thought-leader, James has led and initiated various change management projects. He also served in the field of economics for several years conducting applied research into labor market issues, conducting policy research in the fields of science and technology and initiating projects focusing on the competitiveness of industrial companies.
Alongside bachelor and master’s degrees in economics at The University of New Brunswick, Jim has an executive master’s degree from Royal Roads University in Victoria, Canada. The thesis he wrote for his master’s degree was on the subject sharing leadership.
