STAGES OF TEAM DEVELOPMENT

Stage I: Forming

The first stage of team development, forming, is often described as a team's infancy. Here the team comes together or is 'born'. Forming is characterized by testing and dependence. During this stage, team members discover what behaviors are acceptable to the group. They are dependent on whatever leadership, formal or informal exists in this newly unstructured environment. The group searches for structure and goals.

  In addition, at this forming stage:

Team members attempt to identify task and decide how they will accomplish the tasks.

They determine what information they need and how it will be used.

Team members are typically hesitant to participate.

They test behavioral expectations and ways to handle behavioral problems.

They develop feelings of initial attachment to the team.

They discuss symptoms or problems peripheral to the task.

They may intellectualize.

They may complain about the organizational environment.

They may be suspicious, fearful and anxious about the new situation.

Minimal work is typically accomplished in this stage.

Storming is the stage of group development often referred to as the stormy period of adolescence. This stage is characterized by intra-team conflict. It is probably the most difficult stage, but it is a crucial stage that deals with the power and decision making issues which are necessary for team functioning.

Team members may become hostile or overzealous as a way to express their individuality and resist the formation of the group. Members may recognize the demands of the tasks and respond emotionally to perceived requirements for self-change or self-denial.

In addition, at this stage:
• Members may resist task demands because they are seen as interfering with personal needs.
  
• Team members may be polarized.
  
• The team may establish unachievable goals.
  
• There may be concerns about excessive work.
  
• Pecking orders are established.
  
• Disunity, tension and jealousy may plague the team.
  
• There may be sharp fluctuations of relationships and reversals of feelings.
  
• There may be infighting, defensiveness, and competition among team members.
  Minimal work is typically accomplished.  

Norming is the first of two stages in the development of the team that may be compared to reaching adulthood. It is characterized by the development of team cohesion. During this stage, team members accept the team, team norms, their own roles, and idiosyncrasies of fellow members. They begin to pull together as a group. Previously conflicting relationships are smoothed out thus reducing emotional conflict.

In addition, at this stage:
Team members attempt to achieve maximum harmony by avoiding even necessary conflict. There is a high level of intimacy characterized by confiding in each other, sharing personal problems, and discussing team dynamics. Team members express emotions constructively. There is a sense of team cohesiveness. Team boundaries are established and maintained. Moderate Work is accomplished.

Performing is the second stage that is compared to adulthood. However, this stage represents mature adulthood. While in the norming stage, the team established its interpersonal norms, now the team is capable of diagnosing and solving problems and making team decisions. Stage IV is not always reached by teams. It is, however, the stage of development that characterizes fully functioning teams.

In addition, at this stage:

Team members gain insight into personal and interpersonal processes. Members make individual changes which help contribute to the functioning of the team. Conflict is managed as a creative force. A great deal of work is accomplished.  

Just as people go through predictable stages of growth depending on age, experience, maturity, and other factors, teams go through stages, this duration of which depends on factors such as individual and team maturity, task complexity, leadership, organizational climate, and external climate. Teams can fixate at various stages. Like some people, some teams never become fully functioning. However, an awareness of the stages of team development is important for any team striving to become or remain fully functioning and productive. Teams can evaluate which stages they are in and take active measures to move on to the next stage.

Team building is a process not an event. Changes in leadership or membership may make it necessary for a team to repeat one or more stages of development Whatever the stage your team is in, it is important to allocate the time, energy, and resources necessary to develop or maintain optimal team functioning.

Fay, P. P. & Doyle, A. G. (1982). Stages of group development. In J. E. Jones & J. W. Pfeiffer (Eds.). The 1982 annual for facilitators, trainers and consultants. San Diego, CA: University Associates.