FORMING & STORMING

We can learn from the past. Past leaders. Past events. Past lessons.

Several years ago, the National Research Laboratories examined successful teams from World War II to determine if there were common dynamics that contributed to their success. Their research defined four stages of successful team development.

Stage 1:  Forming

Stage 2:  Storming

Stage 3:  Norming

Stage 4:  Performing

The first stage for team development is FORMING – the time when a team first comes together.

Think of the first team you were a part of in a church or organization. What was it like when you first came together? Did the leader expect individuals to perform a job before ever defining the roles or vision? How frustrating that would be! Often, new team members feel unfamiliar and hesitant about their new roles. They lack assurance in knowing exactly what is expected. Their knowledge base needs to grow and that only comes through continued exposure to the work and training. You may find that the team is not yet comfortable in voicing their opinions regarding their jobs.

Leaders should intentionally facilitate the formation of new teams (or with the addition of new members) to address these hesitations and barriers.

·    Make it part of the culture to seek information freely—from you, from one another, from acceptable sources. Convey the importance of building something great together, and doing so through developing a solid infrastructure of knowledge.

·    Ensure that team members possess a clear understanding of the job and the part they play as it relates to the larger organizational mission.

·    Identify acceptable behavior. Proactively explain and redirect team members to understand the culture and expectations of the organization.

·    Highlight tasks and contributions. As team members perform their functions well, identify for the team the benefits of those roles and praise them publicly.

In this stage, teams can be described as unconscious and unskilled. They are not aware of the expectations, the tasks, the strengths or weaknesses of other members, the requirements, the rules. What teams really need in this stage is STRUCTURE. How can you as a leader provide structure to newly formed teams? Here are some suggestions:

·    Provide detailed instructions.

·    Create opportunities for team members to get acquainted.

·    Give team members specific goals and objectives.

·    Check the team’s progress frequently.

·    Communicate the rules and guidelines. Don’t assume they are known.

·    Set direction and redirect, as needed.

During this first stage a leader should play a more active role in setting the direction for the team.

The second stage of team development is called STORMING – the time when team members struggle with identifying their place within the team.

During the storming stage, team members might feel some confusion, heightened uncertainty, stress, and distraction. Perhaps there is even open distrust of other team members. Have you observed these behaviors or attitudes before—in yourself or in others? Gradually, individuals become more aware of gaps in the team and unanswered questions, along with a clearer recognition of the strengths and weaknesses in themselves and in others as they seek to coalesce as a unit. Team members struggle during the storming stage to define themselves and their role on the team. This is the stage where team members are consciously unskilled.

During the storming stage, leaders should encourage team members to concentrate on:

·        Offering questions, concerns, and team input.

·        Demonstrating independence in their work.

·        Expressing individuality with a focus on team unity.

At this stage of team development, leaders can:

·        (Try to) determine what motivates team members.

·        Praise team members for good work and reinforce their ability to do the job.

·        Provide lots of feedback regarding how team members are doing their jobs.

·        Help resolve inter-team conflict.

·        Provide opportunities for the team to have fun together and build camaraderie.

When teams are STORMING, they need leaders to provide COACHING.

• Help individuals see their unique identity among the whole, paying attention to possible jealousy arising from perceived differences.

• Building trust with one another is achieved by demonstrating credibility, respect, and fairness, beginning with you. Some need redirection and reminding of this.

• Create and continue conversations to reveal professional and personal gaps that you can speak into through your insights and experience.

Name one of your own experiences when a leader effectively helped a team develop during the formation stage of team development.