teamworks pacific

Generally, society is made up of two main types of groups: Primary and Secondary. Primary groups include our families, our friends and our neighbourhood. We have little choice other than to belong to these groups.

However, secondary groups are multifaceted,  with members being less emotionally involved than those in primary groups. They do, nonetheless, define one’s place in society or an organisation. Secondary groups are often teams within the workplace, which form to achieve particular tasks. Strong leadership skills are fundamental to a team producing the desired results, fostering a sense of belonging and acceptance that can bring out the best in people.

Groups or teams evolve in a variety of stages, whether conscious or unconscious, as living and moving systems. Bruce Tuckman’s forming, storming, norming, performing and adjourning model of group development is widely recognised as what makes a group effective.

Usually, a team will form or orientate itself initially by trying to make good impressions on one another and avoiding conflict (forming). Once the team has worked together for a while, small annoyances and minor confrontations happen (storming), but are often glossed over or suppressed. Team members start looking for structural clarity or systems to help them deal with persisting conflicts. During the storming phase, the group’s responsibilities become clear. 

After minor confrontations, team members now understand, appreciate and support each other as part of a cohesive, effective group (norming).  However, team members may oppose any pressure to outside change, recognising that the group might split up or slip back to the storming phase. Once everyone knows and trusts one another, members become task-focused and loyal to the team (performing). Once the task is completed, the group adjourns or disbands from the task and the rest of the team (adjourning). Generally, team members are pleased to have been part of the group and consciously move on, although some feel a sense of loss.

In the workplace, groups are often changing.  A group might be already in the norming or performing phase, but a new team member might force them back into storming. Experienced, well-trained leaders are ready for this, and encourage the group to reach the performing phase as quickly as possible. Skilled leaders are also aware that work groups are most comfortable in the norming phase, and don’t necessarily want to move back into storming, or forward into performing.

The vital key in helping an organisation grow is in recognising where a team is in the development process - and helping it move to, or get back to the performing stage. If leaders are able to recognise and understand particular team behaviours, they will be able to guide the team forward strategically. Strategic thinking and relevant leadership training is imperative and directly linked to organisational performance.

By Joanne Leith

© Joanne Leith – All rights reserved.

Check out a blog discussion on this article at: http://www.teamworkspacific.com/d/node/69

References: Bedford, R. (2008). Small Groups:School of People, Environment and Planning, Massey University; Forsyth, D.R. (1999). Group Dynamics.