abhishreshthaa
Abhijeet S
Stage 1: Forming (Awareness)
It will thus be seen that awareness of each other is the starting point of team building. Being aware and knowing each other cannot possibly be sufficient, it invariably must lead to the activity of setting goals and, thereby, give meaning to the team's existence. If goals are sea and individuals in the teams are not committed to them, it is once again a meaningless exercise.
Therefore, in the overall theme of awareness, commitment to the goals and acceptance of each other constitute the task and relationship-oriented behaviours. 'Ibis is a very important stage and a whole approach on team building can get concentrated on this goal setting approach.
Stage 2: Storming (Conflict)
In the generic model, Stage 2 has been appropriately termed as storming. Total agreement on goals in the initial stages is impossibility. Should this happen, it is obvious that either there is total lack of interest amongst the members or the goals are being forced down dictatorially. In either case, team development is a futile activity from this stage onwards.
Therefore, discussion on generating alternatives, listening to other's points of view, consensus seeking, conflict resolution, building an atmosphere of support and encouragement all become very important activities. This opportunity to contribute encourages belongings, and evolving group consensus results in conflict resolution.
Therefore, the general theme in this stage is conflict resolution and clarification of tasks, and promoting a sense of belonging. In many a team development effort the conflict generated at this stage can tear the team apart this, therefore, can form a separate approach to team development the relationship-focused approach. This is positively the most crucial stage of team building.
New teams tend to rate themselves high on each outcome as positive outcomes of success and expectations are very high. As the team members spend time together, the realities of interpersonal behaviour, goal setting differences, differing approaches to the problems etc all lead to conflicts.
If they get resolved, the team sails, otherwise it sinks. This demonstrates as to how crucial this stage is.
Stage 3: Norming (Cooperation)
The successful completion of Stage 2 has to yield place to cooperation. As each individual is understood, goals clarified and accepted or modified, contribution sought and welcomed, strengths in each individual recognized, group cohesiveness develops and norms are laid as to how the task will be accomplished, the manner in which the team will behave, and the rules and regulations it will follow. As all these are arrived at through consensus; cooperation becomes the central theme with involvement and support functioning of the task and relationship behaviour.
Norming also implies the expected roles of each individual in the team obtained through consensus. This, once again, can form an approach towards team building - the role model.
Stage 4: Performing (Results)
If the above three stages have been successfully undertaken, getting results now remains a formality. How can results be not forthcoming, if the objectives have been duly and correctly evolved, if conflict has been resolved and norms of individual roles all have been worked out systematically?
Therefore the central theme in this stage focuses on performing with problem solving and leading to achievement and pride constituting the task and relationship oriented behaviors. An approach based on good leadership can be used to develop teams at this stage.
Stage 5: Adjourning (Separation)
As brought out many teams come together for specific assignments and then disperse after the task is accomplished. In fact, since a very high performance is expected from teams, one cannot hope to sustain this level indefinitely.
As such, it would often be advisable to adjourn the team when the mission is completed and recreate another when the need arises. In case of ad-hoc teams the adjournment may be abrupt while in others it may be in several phases.
It will thus be seen that awareness of each other is the starting point of team building. Being aware and knowing each other cannot possibly be sufficient, it invariably must lead to the activity of setting goals and, thereby, give meaning to the team's existence. If goals are sea and individuals in the teams are not committed to them, it is once again a meaningless exercise.
Therefore, in the overall theme of awareness, commitment to the goals and acceptance of each other constitute the task and relationship-oriented behaviours. 'Ibis is a very important stage and a whole approach on team building can get concentrated on this goal setting approach.
Stage 2: Storming (Conflict)
In the generic model, Stage 2 has been appropriately termed as storming. Total agreement on goals in the initial stages is impossibility. Should this happen, it is obvious that either there is total lack of interest amongst the members or the goals are being forced down dictatorially. In either case, team development is a futile activity from this stage onwards.
Therefore, discussion on generating alternatives, listening to other's points of view, consensus seeking, conflict resolution, building an atmosphere of support and encouragement all become very important activities. This opportunity to contribute encourages belongings, and evolving group consensus results in conflict resolution.
Therefore, the general theme in this stage is conflict resolution and clarification of tasks, and promoting a sense of belonging. In many a team development effort the conflict generated at this stage can tear the team apart this, therefore, can form a separate approach to team development the relationship-focused approach. This is positively the most crucial stage of team building.
New teams tend to rate themselves high on each outcome as positive outcomes of success and expectations are very high. As the team members spend time together, the realities of interpersonal behaviour, goal setting differences, differing approaches to the problems etc all lead to conflicts.
If they get resolved, the team sails, otherwise it sinks. This demonstrates as to how crucial this stage is.
Stage 3: Norming (Cooperation)
The successful completion of Stage 2 has to yield place to cooperation. As each individual is understood, goals clarified and accepted or modified, contribution sought and welcomed, strengths in each individual recognized, group cohesiveness develops and norms are laid as to how the task will be accomplished, the manner in which the team will behave, and the rules and regulations it will follow. As all these are arrived at through consensus; cooperation becomes the central theme with involvement and support functioning of the task and relationship behaviour.
Norming also implies the expected roles of each individual in the team obtained through consensus. This, once again, can form an approach towards team building - the role model.
Stage 4: Performing (Results)
If the above three stages have been successfully undertaken, getting results now remains a formality. How can results be not forthcoming, if the objectives have been duly and correctly evolved, if conflict has been resolved and norms of individual roles all have been worked out systematically?
Therefore the central theme in this stage focuses on performing with problem solving and leading to achievement and pride constituting the task and relationship oriented behaviors. An approach based on good leadership can be used to develop teams at this stage.
Stage 5: Adjourning (Separation)
As brought out many teams come together for specific assignments and then disperse after the task is accomplished. In fact, since a very high performance is expected from teams, one cannot hope to sustain this level indefinitely.
As such, it would often be advisable to adjourn the team when the mission is completed and recreate another when the need arises. In case of ad-hoc teams the adjournment may be abrupt while in others it may be in several phases.