An effective team is not just a bunch of people put together. It is about complementarity of employee’s competencies, it takes time and if one member leaves, the team hurts.
A team does not have what is called “group thinking”. A team does not a leader as in somebody to lead. A team needs a manager that is, most of all, a facilitator with a small component of leadership.
Organizational behavior looks at a team as a group of people that interact with the sole purpose of achieving the goals of the organization. They are formal, as establish by the organization, or informal, as a response to the needs of the organization and the interest of the members.
Bruce Tuckman has defined 5 stages in the development of a team:
- Formation of the team (Forming) – this is the first date stage but with a sense of purpose. The members have questions about each other and not too much about the project itself. The purpose is present as a feeling that interdependence exists between them.
- Confrontation stage (Storming) – this is the stage in which roles are defined. It is also the period where people that understand the win-win concept define alliances and people that are territorial are showing their claws in an attempt of clever positioning.
- Consensus building (Norming) – this is the acceptance stage. People accept that they rely on each other; the general rules (norms) are adopted.
- Execution (Performing) – tasks are accomplished, the facilitator facilitates.
- Closure (Adjourning) – this stage is the one where lessons learned are documented, and people take emotional based decisions about being in touch after.
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