Team Development
Teams do not function effectively from ‘day one’. They need time to adjust to the
interpersonal reaction of the team members, and to the style of the team leader. The four
stage development model illustrated in Figure 3.11.8 suggests that there has to be a
significant breakthrough in levels of communication, trust, empowerment if a team is
going to prosper and grow. It is also clear that no matter how efficient the team’s
procedural processes might be, if the environment does not promote the debate of risky
or personal feeling issues the team will be unlikely to achieve its potential synergy.
Each of the above stages (also known as Orientation, Dissatisfaction, Resolution,
The four stages of team development
Production) requires a different style of leadership:
Choosing an influencing leadership approach Influencing is the process of mobilizing people and resources to help get results.
A manager can choose roughly between two types of influencing: the directive approach (‘push’) or the participative approach (‘build’) (coaching, supporting, empowering). The choice of approach should be made according
to the context being worked in. Sometimes it will be necessary to start with one, then move over to the other.
The directive approach
People will be told what to do. This approach is effective with well defined technical
problems. It depends heavily on personal credibility; which is based on expertise and
track record. If the project manager has not got this in the eyes of his team, he needs to
devote time and effort to this aspect.
The participative approach
Involves other people and listening to them. It is much more responsive to the needs
of other parties. It requires time and planning, but gives considerable rewards in terms of
increased commitment through ownership. It is most useful in situations where some or
all of the following factors are present:
- Involves other people and listening to them. It is much more responsive to the needs
- of other parties. It requires time and planning, but gives considerable rewards in terms of
- increased commitment through ownership. It is most useful in situations where some or all of the following factors are present:
Each of the team development stages may re-emerge if a major change of direction becomes necessary or a crisis emerges. Also, each sub-team (e.g. a site team) within the project team will go through these stages. Recognition by the team and its leader that this is a normal progression will allow some anticipation of the events that may occur
and thought on how they may be avoided or shortened to arrive at the Performing Stage as soon as possible. Recognition of issues will certainly go a long way to minimising any team development problems. Sufficient time needs to be found to develop the working relationships for success. Consensus is needed on team member’s contributions.