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.
Success HQ
-Peop
le. Culture. C
hange
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
Success HQ
-Peop
le. Culture. C
hange
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
Success HQ
-Peop
le. Culture. C
hange
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.
Success HQ
-Peop
le. Culture. C
hange
3 main factors affectingTeam Cohesion
Environment
Personal
Leadership
Success HQ
-Peop
le. Culture. C
hange
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.
Success HQ
-Peop
le. Culture. C
hange
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
Success HQ
-Peop
le. Culture. C
hange
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
Success HQ
-Peop
le. Culture. C
hange
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
Success HQ
-Peop
le. Culture. C
hange
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
Success HQ
-Peop
le. Culture. C
hange
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.
Success HQ
-Peop
le. Culture. C
hange
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.
Success HQ
-Peop
le. Culture. C
hange
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
Success HQ
-Peop
le. Culture. C
hange
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.
Success HQ
-Peop
le. Culture. C
hange
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.
Success HQ
-Peop
le. Culture. C
hange
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
Success HQ
-Peop
le. Culture. C
hange