The "Low-Down" on Team Development, Part II

In last month's article we looked at the four basicfeelings, giving feedback to each other, soliciting
adverse reactions to people performing together.feedback, exploring actions related to the task,
The psychological classifications we looked at areand sharing information. This becomes a period
called: mobs, gangs, committees and groups. Weduring which people feel good about what is going
learned that in any of these adverse groupingson; they feel good about being a part of the
people may appear to function well, but asteam, and there is an emerging openness with
compared to an interdependent team they areregard to the task. Sometimes during Stage 3
like an eight cylinder engine firing on only two orthere can be a brief abandonment of the task
three cylinders.and a period of play that is an enjoyment of the
With striking predictability, a group of individualscohesion that is being experienced. The team
progress through a developmental process whileleader can employ two methods of leading a
maturing as an interdependent team. Dr. Bruce W.Stage 3 team into Stage 4. The first is to identify
Tuckman first described this process over 40for the team a significant "pinch or hurt" for the
years ago, and even today his model is the bestorganization that needs to be resolved. The
method of describing and documenting teamsecond method is to identify a "threat" to the
maturation. One of the most important teamorganization. When a Stage 3 team clearly sees a
leader responsibilities is to facilitate and guide thepinch or hurt, or a threat, it will leap into Stage 4
team through this process by being aware of theto solve the problem. Afterward, it may revert
symptoms and reactions of each of the fourback to Stage 3 once again until a new threat is
team developmental stages.uncovered.
Stage One. In Stage 1, personal relations areStage Four. Stage 4 is marked by
characterized by feelings of dependency, and theinterdependence on the personal relations
primary task functions concern being oriented todimension and problem solving on the
the team's purpose. In the beginning of a team'stask-functions dimension. Interdependence means
life, individual members depend on the leader tothat team members have resolved their conflicts
provide all structure: they want the leader to setand have developed an effective relationship with
ground rules, establish the agenda, and to do allother team members. They can work in
the leading. Team members expect an explanationsub-groups, or as a total team: it makes no
of the issues or problems to be explored. Thedifference. The team becomes driven toward
team's purpose itself has to be discussed soachieving its goal, but has equal concern for the
there can be a common understanding of whatwell being of its members. Members are both
the team has been organized to do. Commonhighly task-oriented and highly people-oriented. The
behaviors at this point include questioning why areactivities are marked by both collaboration and
we here, what are we supposed to do, and whatfunctional competition. The team's tasks are well
are our goals.defined, there is high commitment to common
Stage Two. Stage 2 is characterized by conflict inactivity, and there is support for experimentation
the personal relations dimension and a need to bewith solving problems.
organized in the task-functions dimension.Dr. Tuckman's model illustrates how people
Interpersonal conflict (differences of opinion)working together can progress through the four
inevitably ensues as a part of small groupstages of team development. In Stage 1 people
interaction. It may be that the conflict remainscommonly ask "why" questions; in Stage 2 they
hidden, but it is there nonetheless. We bring toask "what" questions; in Stage 3 it's common for
team activity a lot of our own unresolvedthe team to be fairly noisy as they communicate;
conflicts with regard to authority, dependency,and in Stage 4 a team will literally insist on solving
rules, roles, agenda, and we experienceproblems.
interpersonal conflict as we organize to get workIf you would like more information on team
done. Common questions in stage two include:development, please contact one of our team
who will be responsible for what; what are themembers at (888)262-2499. You can also visit
work rules; what are the limits; what are theour website to learn more about our products,
rewards; what are the criteria. The variety ofservices, and the multinational organizations we
organizational concerns that emerge reflecthave served over the past three decades.
interpersonal conflict over leadership, structure,Dr. Richard L. Williams is a retail consultant
power, and authority.specializing in team development, performance
Stage Three. Personal relations in Stage 3 arecoaching, leadership development and
marked by cohesion and group identification, andorganizational development.
the major task function is communication. InDue to outstanding scholarship while a doctoral
Stage 3 team members begin to experience acandidate at Oxford University, Dr. Williams was
sense of groupings, a feeling of catharsis athonored with Knighthood. His formal title is,
having resolved interpersonal conflict and oftherefore, "Sir Doctor Williams.
having "gotten together." They begin sharing ideas,