FormStormNormPerform.docx

8/14/2019 FormStormNormPerform.docx

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Forming, Storming, Norming

Performing and Adjourning

Managers are peopldo things right,while leaders are pe

who do the right thiWarren Bennis Ph


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Warren Bennis Ph

Introduction

A team has A small numberof people with complementaryskillswho are committed to a common purpose,performancegoals, and a common approachfor which they hold themselvesmutuallaccountable.

Forming team members are introducedStorming the team transitions from as is to

Norming the team reaches consensus on the process

Performing the team has settled its relationsh

expectationsAdjourning the team shares the improvedpro with others


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Staged Development of Teams

The Forming, Storming, Norming, Perforstages are seemingly obvious but are indifficult.

Participants want to move to the Performingwithout passing through the first three stage

The Forming stage is relatively easy.

The Storming stage is difficult and manytime cause of the teams failure.

Performing seems easy once the stormingpr complete.


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Staged Development of Teams

The Real problem is how to identifywh stage is complete:

The team members agree that the stage is co

The team coach agrees the stage is completeThe team simply moves on to the next stage

The definition of the exit criteria betwe

stages needs to be worked out prior to t

teams reaching the end of the stage.

This again seems obvious but is also very diff


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Forming

The polite stage in which the team staform.

Everyone is trying to figure out what

the concept is.Initial silent leaders may take the rein.

The team is usually positive for the mofor the initial meetings.

No one has offended anyone at this poin


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Forming

Forming includes feelings and behaviors

Excitement, anticipation, and optimism.

Pride in being chosen for the project.

A tentative attachment to the teamSuspicion anxiety about the job.

Defining the tasks and how they willbe accomplished.

Determining acceptable group behavior.

Deciding what information needs to be gatheAbstract discussions of the concepts and issufor some members, impatience with thesediscussions. There will be difficulty in identifysome of the relevant problems.


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Forming

Because there is so much going on to di

members' attention in the beginning, th

accomplishes little, if anything, that con

it's project goals. This is perfectly normaExit Criteria?


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Storming

The honeymoon is over.

The silent leaders may be clashing forco of the group.

People disagree and may blame the teaconcept, saying it doesnt work.

Management needs to do a lot of coachiget people to work past their differencestake separate 1on1s with people.


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Storming

Storming includes feelings and behaviorResisting the tasks.

Resisting quality improvement approachessu by other members.

Sharp fluctuations in attitude about theteam project's chance of success.

Arguing among members even when they agthe real issues.

Defensiveness, competition, and choosing sid

Questioning the wisdom of those who selecteproject and appointed the other members ofteam.

Establishing unrealistic goals. Disunity,increa tension, and jealousy.


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Storming

The above pressures mean that team mhave little energy to spend on progressitowards the team's goal.

But they are beginning to understand onanother. This phase sometimes takes 3

meetings before arriving at the Norming

Exit Criteria?


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Norming

The team is starting to work well togeth

has turned around from the storming p

They may start to brag up the team co

to others who arent in the team and wilvery positive about their role/team grou

Often, the team will bounce back and fobetween storming and norming wheissues crop up.


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Norming

Regressions will become fewer and fewe

the team will bounce back to norming

quicker manner as the team matures.

The natural leaders at this stage may nothe ones who were visible in stages 1 &

(those people may no longer have the

unofficial lead roles within the team.

This team still takes management directbut not as much as storming.


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Performing

This is the level where the team is a higperformance team.

They can be given new projects and

task accomplish them successfully, andvery fall back into the storming phase.

At this level, the team is taking on new

on their own, and selling it to other team


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Performing

At this level, the team can usually takeo new member or two with little troubleas regressing goes.

They are a complete self-directed teamrequire little, if any, management directi

In many organizations, this can take 6 m

or longer to reach this state this stage.


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Performing

Performing includes feelings and behaviMembers have insights into personal andgro processes, and better understanding ofeach strengths and weakness.

Constructive selfchange.Ability to prevent or work through group pro

Close attachment to the team.

The team is now an effective, cohesiveYou can tell when your team has reache

stage because you start getting a lot ofdone.

Exit Criteria?


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Adjourning

The team briefs and shares the improveprocess during this phase.

When the team finally completes that la

briefing, there is always a bittersweetse accomplishment coupled with thereluct say goodbye.

Many relationships formed within thesecontinue long after the team disbands.

Exit Criteria?


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Teams versus Work Groups

Roles and Respon sibi l i t iesGroups

Individuals establish a setof behaviors called roles.

These roles set theexpectations governingthe relationships betweenthe group members.

The search for roledefinition serves as a

source of confusionand conflict.

TeamsTeams have a sha

understanding of

perform their roleFor example:

Time keeper

Score keeper

Leader

Facilitator


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Identi tyGroups

Groups do not have acohesive identity.

It is difficult to establisha sense of cohesion thatcharacterizes a team.

TeamsTeams have an i

A team has a cle

understanding awhat constitutes

teams work a

is important.

They can describ

picture of what tneeds to achieve

the norms and v

that will guide th


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CohesionGroups

Groups lack a sourceof cohesion.

Being a member of a groupstill leaves the personalone and an individual.

TeamsTeams have an es

shows a sense of

and camaraderie.Esprit is the spirit,

state of mind of th

It is the overall

consciousness of t

that a person iden

and feels a part ofIndividuals beginwe more than


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Faci l i tatingGroups

Groups tend to getbogged down with trivial

issues.

TeamsTeams use facilikeep the team

o right path.


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Communicat ion

Groups TeamsThe communications with a The team is comm

group ten to e centere open commun caton individuals.

Team members fe

In ivi ua positions are can state t eir opimore mportant t an a t oug ts, an ee team opinion. wit out ear.

Defending ones opinion Differences of opiecomes an en unto tse . va ue an met o

managing con ictun erstoo .Through honest aee ac , mem e

aware of their streand weaknesses amembers.


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Flexibi l i tyGroups

Most groups areextremely rigid.

This rigidity is due to manycauses:

Defense of individualpositions

Individual reward systems

The strengths of each

individual is difficult tocapitalize on since someonehas to give up a role toallow another to assumethat role.

TeamsTeams, provide fl

and perform differ

and maintenanceas needed.

The responsibility

development and

is shared.

The strengths of

e member areident used.


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Acknowledgement of Sources

This set of slides is a compendium of ide

Collecting of good ideas and repurposing

seems to add value to new readers who

not have encountered these ideas in theThe concepts of teaming and the procesteam building can be traced to many au

John Kotter is one source everyoneshou consult.

Although these ideas appear obvious, th

in fact quite difficult to put into practice.

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FormStormNormPerform.docx