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Written by Dr. Andrew Makar
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As project managers, we are all familiar with Bruce Tuckman’s team development model and the phases of forming, storming, norming and performing. You may not realize you’re going through Tuckman’s model when a team first forms, but understanding the stages helps rationalize the initial politeness, eventual conflict, stress relieving agreement and realized fluid team performance that all teams undergo. It is a natural cycle of team development that everyone experiences even if you haven’t been through a formal organizational behavior course. Team can struggle in each of the various stages and this article shares a couple of key lessons learned as they formed, stormed, normed and performed.
Lesson Learned: Build rapport during the Forming phase
The forming phase of the project team is the “feel good” stage of the team development where each person learns about the team members and first impressions are made. It is an easy stage to start out in because no one wants to raise any conflict or threaten specific authority. Of course not much gets done in this team formation phase but it is important to recognize the need for team formation.
My goal in the forming phase is to develop rapport with each of the team members. Learn some interesting facts or personal information that may uncover a common bond. Project schedules and status reports may help manage projects but relationships deliver projects. By building rapport quickly with your team members, you can leverage those common connections when the storming phase begins.
The forming phase can include a variety of structured and unstructured events ranging from getting coffee, going to lunch or hosting a dinner outside the office. It doesn’t need to be a lavish event although those types of events are fun to attend too. A few years ago, my director personally bought the entire army of consultants and employees Detroit Tiger tickets for a local home game. That night forty people attended a game, had a great time and build rapport with each other. This was an extremely generous and personal investment in the project. When I asked why she bought the entire group tickets, she simply said “It had to be done”.
You don’t have to do something as extravagant but I think you get the idea.
Lesson Learned: Accept and embrace the Storming phase
Storming inevitably happens so you might as well as dive right in and get it over with during this time period. As the project team begins to execute and form different opinions, the team will experience conflict. Role confusion, boundary definition and working in a company’s political hierarchy can all contribute to conflict and frustration in the Storming phase. Storming will inevitably happen so you might as well as embrace it and have a plan to respond to conflict with your team members.
My plan is simple. When conflict arises, find the appropriate time to address it one on one with the individual. As a project manager, you need to treat a disagreement or stress between two team members as an issue and simply acknowledge it. By stating the issue and acknowledging it with the team members, you can safely express your concern and both seek a resolution. Addressing conflict can be uncomfortable but remember it isn’t personal - it is a project issue.
Ironically, I’ve found by going through the storming phase and experiencing conflict, I’ve actually developed stronger rapport with the individual and improved the relationship. Some of my strongest relationships with team members resulted from a clear disagreement that was respectfully acknowledged and resolved. If you ignore the issue and think it will go away, storming will only continue in hinder team performance.
Resources for Forming and Storming
If you know teams are going to form and storm, it always helps to have a few resources help you get through the challenges. Below are a few recommended books on building rapport and effective conflict resolution
In my next article, I’ll explore a few more lessons learned as we continue across Tuckman’s team development model.
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