opyright Nancy Leveson, Sept 1999 A Model of Team development Stage 1: Forming Stage 2: Storming Stage 3: norming Stage 4: Performing Frequently an iterative process, phases often overlap
c Copyright Nancy Leveson, Sept. 1999 A Model of Team Development Stage 1: Forming Stage 2: Storming Stage 3: Norming Stage 4: Performing Frequently an iterative process, phases often overlap �
opyright Nancy Leveson, Sept. 1999 Stage 1: Forming Team members begin to discover what behaviors are acceptable Usually highly unstructured environment Attempt to identify tasks, how to accomplish them Decisions on what information is needed Hesitant participation Test behavioral assumptions, how to handle each other Intellectualizing Complaints about organizational issues Suspicions, fear, anxiety about new situation Minimal work accomplished
Copyright Nancy Leveson, Sept. 1999 c Stage 1: Forming Team members begin to discover what behaviors are acceptable. Usually highly unstructured environment Attempt to identify tasks, how to accomplish them Decisions on what information is needed Hesitant participation Test behavioral assumptions, how to handle each other Intellectualizing Complaints about organizational issues Suspicions, fear, anxiety about new situation Minimal work accomplished �
Copyright⊙ Nancy Leveson, Sept 1999 Stage 2: Storming Some members become overzealous or hostile as a way to express individuality, resist group formation Often infighting, defensiveness, competition Often establish unrealistic goals Often disunity, tension, jealousy over others roles Polarization of team members Concerns over excessive work Establish pecking order Recognize the extent of task requirements, often emotional responses from team
Copyright Nancy Leveson, Sept. 1999 c Stage 2: Storming Some members become overzealous or hostile as a way to express individuality, resist group formation. Often infighting, defensiveness, competition Often establish unrealistic goals Often disunity, tension, jealousy over others roles Polarization of team members Concerns over excessive work Establish pecking order Recognize the extent of task requirements, often emotional responses from team. �
Stage 3: Norming Members accept team, team norms, their own roles each others idiosyncracies Attempts to patch up previously conflicting relationships Team leader attempts to take charge Anxieties about task outcome and products Confusion over team priorities, usually temporary · Excessive meetings Stage 3: Norming(2 Distrust and blaming by some; higher level of sharing and confiding by others Jockeying for position · Stress reactions Sense of team spirit and common goals emerge Moderate work accomplished
c Copyright Nancy Leveson, Sept. 1999 Stage 3: Norming Members accept team, team norms, their own roles, each others idiosyncracies. Attempts to patch up previously conflicting relationships. Team leader attempts to take charge. Anxieties about task outcome and products. Confusion over team priorities, usually temporary Excessive meetings Copyright c Nancy Leveson, Sept. 1999 Stage 3: Norming (2) Distrust and blaming by some; higher level of sharing and confiding by others. Jockeying for position Stress reactions. Sense of team spirit and common goals emerge. Moderate work accomplished. �
cy Leveson, Sept. 199 Stage 4: Performing Members experience insight into personal and Interpersonal processes Constructive self-change occurs Great deal of work accomplished Team becomes capable of diagnosing and solving problems
Copyright Nancy Leveson, Sept. 1999 c Stage 4: Performing Members experience insight into personal and interpersonal processes. Constructive self-change occurs. Great deal of work accomplished. Team becomes capable of diagnosing and solving problems. �