This guide will help you answer 2.1.1 Identify the different stages and cycles within team development.
As a registered manager in health and social care, understanding the stages and cycles of team development is crucial. This knowledge helps you to guide your team effectively, enhance performance, and ensure a collaborative working environment. Let’s explore the main stages and cycles within team development, which are often based on Bruce Tuckman’s widely recognised model.
Tuckman’s Stages of Team Development
Bruce Tuckman introduced a model in 1965 that outlines the various stages a team goes through as it develops. The model comprises five stages: Forming, Storming, Norming, Performing, and Adjourning. Each stage has its own characteristics and challenges.
1. Forming
Description
- This is the initial stage when the team is first created.
- Team members are introduced to each other.
- They start to learn about the team’s purpose, goals, and tasks.
Characteristics
- Team members are polite and cautious.
- There is a high dependence on the leader for guidance and direction.
- Roles and responsibilities are unclear.
Manager’s Role
- Provide clear instructions and objectives.
- Facilitate introductions and team-building activities.
- Set the tone for open communication.
2. Storming
Description
- This stage involves conflict and competition as team members establish themselves.
- There may be power struggles and challenges to authority.
Characteristics
- Team members start expressing their opinions more openly.
- Frustration and disagreements can arise.
- The team experiences difficulties in making progress.
Manager’s Role
- Manage conflicts effectively and mediate disputes.
- Encourage open dialogue and ensure all voices are heard.
- Reinforce the team’s goals and individual roles.
3. Norming
Description
- In this stage, the team starts to develop a sense of cohesion and unity.
- Relationships become more amicable as roles and responsibilities are clearer.
Characteristics
- Increased collaboration and cooperation.
- Team members accept each other’s strengths and weaknesses.
- Norms and standards of behaviour emerge.
Manager’s Role
- Promote team cohesion and trust.
- Facilitate collaboration and support team initiatives.
- Recognise and celebrate team achievements.
4. Performing
Description
- The team reaches a stage where they function effectively towards achieving their goals.
- Performance is at its highest level.
Characteristics
- The team operates autonomously.
- There is a sense of unity and a strong focus on objectives.
- Problem-solving and decision-making are collaborative.
Manager’s Role
- Delegate tasks and empower team members.
- Provide support and resources as needed.
- Foster continuous improvement and innovation.
5. Adjourning
Description
- This stage occurs when the team’s task is completed, and the team disbands.
- Members may move on to other projects or roles.
Characteristics
- There can be feelings of accomplishment and sadness.
- Reflection on successes and challenges occurs.
Manager’s Role
- Celebrate the team’s achievements.
- Provide opportunities for reflection and feedback.
- Support team members in transitioning to new roles or projects.
Cycles within Team Development
Teams do not always progress through these stages linearly. They may cycle back to earlier stages, especially when new members join or significant changes occur. Understanding these cycles helps manage expectations and maintain team effectiveness.
Regression
Explanation
- Regression occurs when a team moves back to an earlier stage.
- This can happen due to changes such as new team members, a shift in goals, or external pressures.
Management Tips
- Recognise signs of regression and address them promptly.
- Revisit and reinforce team goals and roles.
- Provide support and facilitate communication to realign the team.
Practical Applications for a Registered Manager
Building and Leading Teams
Initial Team Formation
- When forming a new team, invest time in activities that build relationships and clarify objectives.
- Ensure each member understands their role and the team’s purpose.
- During the storming stage, be proactive in identifying and addressing conflicts.
- Create a culture of respect where differing opinions are valued.
Sustaining Performance
- In the norming and performing stages, regularly monitor team dynamics and performance.
- Provide opportunities for professional development and recognise high performance.
Adjourning with Dignity
- When a project ends, facilitate a structured ending process.
- Encourage team members to share their experiences and lessons learned.
Additional Considerations
Changing Team Dynamics
Teams in health and social care often face unique challenges such as high turnover rates, diverse skill sets, and emotional labour. Being mindful of these factors can help manage the stages of team development more effectively.
Continuous Learning
Encourage a culture of continuous learning where the team regularly reflects on their performance and seeks ways to improve. This practice not only aids in moving through the development stages but also ensures sustained high performance.
External Influences
Pay attention to external factors that might impact team development, such as changes in regulations, funding, or organisational policies. Address these changes proactively to minimise disruptions.
Conclusion
Understanding and identifying the different stages and cycles within team development is essential for successful team management in health and social care. By recognising each stage and its characteristics, you can effectively guide your team, manage conflicts, and foster a productive and cohesive working environment. As a registered manager, your role in facilitating these stages is pivotal to the overall success and effectiveness of your team.
