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Article #145: The "Low-Down" on Team Development, Part II

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






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