Four stages
In the first, forming stage, team members get to know each other, learn the rules of work, solve organizational problems, explore problems and goals. They strive to make a good impression, so they avoid disagreements and avoid conflicts. There is a positive atmosphere in the team and everyone feels comfortable. As employees accumulate information and impressions about colleagues, their character traits, working methods, and communication styles, they increasingly begin to express their own opinions and “show their character,” which generates disputes. This indicates the beginning of the second, conflict or storming stage. Some begin to fight for leadership, while others, on the contrary, shirk responsibility. Discord arises for various reasons, but most often it is of an interpersonal nature. People are frankly annoyed by the individual peculiarities of colleagues, and they do not hide it. Enthusiasm is replaced by irritation, suspicion and anxiety. Team members’ motivation deteriorates and their productivity tends to zero. This stage can be devastating if the group fails to make it to the end.
If disagreements are successfully resolved, the team moves to the third, norming stage. Its participants learn to get along with their colleagues, the distribution of roles in the group is consolidated, and competition is replaced by a spirit of cooperation. Productivity begins to increase. There are “diplomats” or “peacemakers” in the group who quell disputes.We can talk about the beginning of the fourth, performing stage when team members start to discuss instead of arguing. Now they know that no argument will cause conflict because any team member will express his or her opinion through acceptable means.
By this time, all work processes have been fine-tuned, roles and responsibilities have been assigned, rules have been established and adjusted to the needs of the team. All team members are open to interaction, motivated and competent. They make decisions quickly and coherently and demonstrate high performance.
Role of the manager
To reach maximum performance, any group must inevitably go through the four stages of development identified by Tuckman, and the manager’s main task is to accelerate this process. The biggest burden falls on him at the first stage. It is the leader who at the very beginning should set the rules of the game, explain the tasks facing the group, and give a clear mechanism for solving problems, i.e. make an algorithm of actions.
Team-building activities (trainings, corporate events, joint trips) will give the greatest return at the fourth stage.
When approaching the storm stage, the manager will have to work not only with the team as a whole, but also with each of its members individually. He must promptly resolve (but not suppress or freeze) conflicts in order to avoid crises. At this stage, it is important to monitor compliance with established rules and agreements, and to punish violators. When conflicts subside, the manager can give more independence, delegate certain powers to individual team members. Here it is important to involve people more often in decision-making and accept their ideas and suggestions.
Over time, the leader notices that the group needs less and less supervision. This indicates a transition to the fourth stage of its development. He can replace constant monitoring with rare spot checks, and entrust decision-making to the team. At the same time, it is at the performance stage that he should implement various team improvements.
