How to Coach Yourself and Others Influencing, Inter Personal and Leadership Skills | Page 95

storming – stage 2
Decisions don’t come easily within group. Team members vie for position as they
attempt to establish themselves in relation to other team members and the leader, who
might receive challenges from team members. Clarity of purpose increases but plenty of
uncertainties persist. Cliques and factions form and there may be power struggles. The
team needs to be focused on its goals to avoid becoming distracted by relationships and
emotional issues. Compromises may be required to enable progress. Leader coaches
(similar to Situational Leadership® ‘Selling’ mode).
norming – stage 3
Agreement and consensus is largely forms among team, who respond well to facilitation
by leader. Roles and responsibilities are clear and accepted. Big decisions are made by
group agreement. Smaller decisions may be delegated to individuals or small teams
within group. Commitment and unity is strong. The team may engage in fun and social
activities. The team discusses and develops its processes and working style. There is
general respect for the leader and some of leadership is more shared by the team.
Leader facilitates and enables (similar to the Situational Leadership® ‘Participating’
mode).
performing – stage 4
The team is more strategically aware; the team knows clearly why it is doing what it is
doing. The team has a shared vision and is able to stand on its own feet with no
interference or participation from the leader. There is a focus on over-achieving goals,
and the team makes most of the decisions against criteria agreed with the leader. The
team has a high degree of autonomy. Disagreements occur but now they are resolved
within the team positively and necessary changes to processes and structure are made
by the team. The team is able to work towards achieving the goal, and also to attend to
relationship, style and process issues along the way. team members look after each
other. The team requires delegated tasks and projects from the leader. The team does
not need to be instructed or assisted. Team members might ask for assistance from the
leader with personal and interpersonal development. Leader delegates and oversees
(similar to the Situational Leadership® ‘Delegating’ mode).
Tuckman’s fifth stage – Adjourning
Bruce Tuckman refined his theory around 1975 and added a fifth stage to the Forming
Storming Norming Performing model – he called it Adjourning, which is also referred to
as Deforming and Mourning. Adjourning is arguably more of an F