T E A M G R O U P F O R M A T I O N D Y N A M I C S

Success HQ - People. Culture. Change

E X P E R T I S E• Vanessa Auditore’s pioneering approach to transpersonal

development empowers Individuals, Organisations and Teams to achieve purposeful, inspired and motivated action, rise above challenges and thrive Personally and Professionally.

• Vanessa’s 20+ years experience and passion for people development is backed by formal training in Transpersonal Coaching and Counselling, Behavioural Science and Psychology combining impactful processes for the betterment of Individuals, Organisations and Teams.

• The forming–storming–norming–performing model of group development was first proposed by Bruce Tuckman in 1965, who said that these phases are all necessary and inevitable in order for the team to grow, face up to challenges, tackle problems, find solutions, plan work, and deliver results.

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C O U R S E | E - C O U R S E P R O G R A M

Module #1 Group Dynamics

Exploring intragroup dynamics. For teams to be effective, the team members must be able to work together to contribute collectively to team outcomes.

Module #2 Team Cohesion

3 main factors affecting team cohesion

1. Environment 2. Personal 3. Leadership

Module #3 Concern & Control

Circles of Concern and Control enable responsibility taking for their work and lives.

Module #4 Forming

The forming stage involves a period of orientation and getting acquainted.

Module #5 Storming

The storming stage, the most difficult and critical stage, often marked by conflict as individual personalities emerge.

Module #6 Norming

In the norming stage, consensus develops around who the leader or leaders are, and individual member’s roles.

Module #7 Performing

In the performing stage, consensus and cooperation have been well-established and the team is mature, organized, and well-functioning.

Module #8 Adjourning

In the adjourning stage, most of the team’s goals have been accomplished, emphasis on wrapping up

Module #9 Resources

Extra worksheets, Team Dynamics overview Bonus trackers

Module #10 References

Research reference list

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G R O U P F O R M A T I O N D Y N A M I C S C H A R T

forming

storming

norming

performing

adjourning

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G R O U P D Y N A M I C S

A system of behaviours and psychological processes occurring within a social group (intragroup dynamics), or between social groups (intergroup dynamics). The study of group dynamics can be useful in understanding decision-making behaviour, tracking the spread of diseases in society, creating effective therapy techniques, and following the emergence and popularity of new ideas and technologies.

Are at the core of understanding racism, sexism, and other forms of social prejudice and discrimination. These applications of the field are studied in psychology, sociology, anthropology, political science, epidemiology, education, social work, business and communication studies.

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3 main factors affectingTeam Cohesion

Environment

Personal

Leadership

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E N V I R O N M E N T

Groups with close proximity are more likely to bond as it gives them greater opportunity to communicate with each other.

Work environment is used to describe the surrounding conditions in which an employee operates.

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Group size is also important as smaller groups are more likely to interact and form relationships more quickly.

P E R S O N A L

One's personal identity is defined by more idiosyncratic, individual qualities and attributes

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One’s social identity is defined by his or her group membership, and the general characteristics (or prototypes) that define the group and differentiate it from others

An individual's identity (or self-concept) has two components: Personal identity and Social identity (or collective self).

6 C O M M O N L E A D E R S H I P S T Y L E S

Transformational Leadership

Typically inspire staff by creating an environment of intellectual stimulation.

Transactional Leadership

Establishes a clear chain of command utilising a carrot & stick approach to management activities.

Situational Leadership

A theory that the best leaders utilise a range of different styles depending on the environment.

* Bass, Hersey & Blanchard Leadership models

Autocratic (Authoritarian) Leadership

Have significant control over staff, rarely considers worker suggestions or share of power.

Democratic (Participative) Leadership

Participative leadership, leaders often ask for input from team members before making a final decision.

Laissez-faire (Delegative) Leadership

Characterised by their hands-off approach, allowing employees to get on with tasks as they see fit.

*Lewin’s leadership model

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Which style of leader are you?

C I R C L E S O F C O N C E R N V S C O N T R O L

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F O R M I N GTeam development stage: Setting the stage

Characteristics: Questioning, Socialising, Group identity & purpose, pretending to get on or along with others

Leadership Strategies: Coordinating Behaviours

Purpose: At this stage, group members are learning what to do, how the group is going to operate, what is expected, and what is acceptable.

Keys to success:

Taking the Lead

Clear expectation & consistent instruction

Quick response times.

Purposefully picking the team

Facilitate team to identify goals

Ensure the team development of a shared mental model

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M E N T A L M O D E L

An explanation of someone’s thought process about how something works in the real world. It is a representation of the surrounding world, the relationships between its various parts and a person's intuitive perception about his or her own acts and their consequences. Mental models can help shape behaviour and set an approach to solving problems (similar to a personal algorithm) and doing tasks.

A kind of internal symbol or representation of external reality, hypothesized to play a major role in cognition, reasoning and decision-making. The mind constructs "small-scale models" of reality that it uses to anticipate events.

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S T O R M I N G

Team development stage: Resolving conflict and tension

Characteristics: Resistance, Lack of participation, Competition, High emotions, conflict, letting down the politeness barrier and trying to get down to the issues even if tempers flare up

Leadership Strategies: Coaching Behaviours

Purpose: Let down the politeness barrier and try to get down to the issues even if tempers flare up

Keys to success:

Act as a resource person to the team

Develop mutual trust

Calm the work environment

Normalising

Encouraging leadership

If distrust persists, a group may never even get to the norming stage.

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N O R M I N G

Team development stage: Successfully implementing projects

Characteristics: Reconciliation, Relief, and lower anxiety, Supportive & engaged members, Developing cohesion

Leadership Strategies: Empowering Behaviours

Purpose: Getting used to each other and developing trust and productivity)

Keys to success:

Get feedback from staff

Recognise individual & group effort

Allow for the transfer of leadership

Set aside time for planning and engaging the team & learning opportunities

Monitor group energy

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P E R F O R M I N G

Team development stage: Sustaining projects successfully

Characteristics: Demonstrations of interdependence, healthy system, ability to effectively produce as a team, and balance of task and process orientation.

Leadership Strategies: Empowering Behaviours

Purpose: Working in a group to a common goal on a highly efficient and cooperative basis

Keys to success:

Guide from the side with minimal intervention

Encouraging group decision-making and problem-solving

Provide learning opportunities across teams.

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A D J O U R N I N G

Team development stage: Expanding initiative and integrating new members

Characteristics: Shift to process orientation, sadness, and recognition of team and individual efforts.

Leadership Strategies: Supporting Behaviours

Purpose: Dissolution of group, may also be referred to as mourning i.e. mourning the adjournment of the group

Keys to success:

Allow for flexibility in team roles

Assist in the timing and selection of new member

Create future leadership opportunities

Sensitivity to the potential sadness, loss experienced.

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R E F E R E N C E STuckman, Bruce W (1965). "Developmental sequence in small groups". Psychological Bulletin. 63 (6): 384–399.

Leadership the Outward Bound Way: Becoming a Better Leader in the Workplace By Outward Bound USA, Rob Chatfield

"Stages of Group Development: Forming, Storming, Norming, Performing & Adjourning - Video & Lesson Transcript". Archived from the original on 2015-10-30. Retrieved 2015-10-26.

Tuckman, Bruce (Spring 2001). "Developmental Sequence in Small Groups'" (PDF). Group Facilitation: A Research and Applications Journal. 63 (6): 71–72.

Lewin, Kurt, Patterns of aggressive behavior in experimentally created social climates. , Journal of Social Psychology, 10:2 (1939:May) p.271

Circle of concern and circle of influence adapted from the seven habits of highly effective people by Stephen r. Covey, Simon & Schuster 1992.

Stages of Team Development. Authored by: John/Lynn Bruton and Lumen Learning. License: CC BY: Attribution

Five Stages of Team Development. Authored by: John/Lynn Bruton and Lumen Learning. License: CC BY: Attribution

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vanessa@successhq.com.au

www.successhq.com.au