Teamwork is often illustrated on motivational posters and office walls but while it may be easy to observe it does prove somewhat challenging to formulate and even more challenging to nurture. At its core, teamwork involves team members who collaborate to accomplish task goals and encompasses activities where team inputs translate into outcomes enhancing team effectiveness and satisfaction (Driskell et al., 2018).
In 1965, Dr. Tuckman introduced and published four stages of team building, later adding a fifth stage in 1977, outlined as follows:
Forming – during this stage of team development, team members are introduced to each other, and initial interactions are using formal behaviour. In this stage, there is a lack of informal relationships among team members, and interactions are strictly focused on work relationships. To advance from this stage to the next, each team member needs to step out of the comfort zone of non-threatening topics and be willing to face the possibility of conflict.
Storming – during this stage, differences among team members become obvious. Informal groups may emerge alongside the formal team structure, potentially leading to informal leadership struggles among team members. To advance to the next stage, team members need to transition from a “testing and proving” mentality to a problem-solving mindset and for team members to actively listen to their teammates and understand what they are trying to convey.
Norming – during this stage, the team establishes norms and guidelines that everyone endeavours to follow. A gradual development of give-and-take relationships occurs within the team, and collectively, the team creates ground rules to manage their interactions. The primary task during this stage is the exchange of information among team members, involving the sharing of feelings and ideas, providing feedback, and discussing actions related to the task. This stage is focuses on creativity, and collaboration becomes important when there is a shared understanding of teamwork ethic and leadership. However, any drawback in this stage is the potential fear among members’ inevitable future disbanding of the team, leading to resistance to any form of change.
Performing – during this stage and after at least a year of working together, team members are familiar, considerate and comfortable with one another and with each other’s behaviour. This stage is characterised by effective coordination and cooperation among team members, leading to high team productivity. Not all teams reach this stage. If team members successfully progress to stage four, their ability to build personal relationships expands to genuine interdependence. At this stage, individuals can work independently, in subgroups, or as a cohesive unit with equal competencies.
Adjourning – after spending some time in the performing stage, a team progresses to this stage, the adjourning stage. In this stage, team members have fulfilled their contributions and are prepared to move on from the team. This stage is just before the team dissolves and upon completion of the project, they will return to their respective areas. Concluding a group can bring forth some anxiety, essentially creating a minor crisis. The conclusion of the group signifies a backward transition, moving from surrendering control to letting go of inclusion within the group (Sudhakar, 2008; Tuckman and Jensen, 1977).
Teamwork in an organisation is important because it creates connections and strengthens relationships among team workers. Employees who collaborate in project teams often feel a sense of accomplishment for successfully completing projects and provides an opportunity for all team members to contribute to supporting team dynamics and enhancing mutual respect. Improved employee relations arise from increased cohesion and trust among team members. Teamwork increases accountability and enables team members not to let each other down by contributing individually to the success of the team. Unlike working individually on a project, team collaboration reduces the possibility of low morale meanwhile assisting the organisation to gain increased productivity from efficient team projects that may be completed well ahead of deadlines (Samantara and Dhawan, 2022).
References
Driskell, J. E., Driskell, T., & Salas, E. (2018, May). Foundations of teamwork and collaboration. American Psychologist, 1-45. doi:10.1037/amp0000241
Samantara, R., & Dhawan, S. (2022, September). Group dynamics and team effectiveness in organisations. Journal of the Asiatic Society of Mumbai, 9(1), 110-125. Retrieved from https://www.google.com/url?sa=t&rct=j&q=&esrc=s&source=web&cd=&ved=2ahUKEwjgmJm5jtaEAxXxXkEAHQuoDo0QFnoECB4QAQ&url=https%3A%2F%2Fwww.researchgate.net%2Fpublication%2F364310265_GROUP_DYNAMICS_AND_TEAM_EFFECTIVENESS_IN_ORGANISATIONS_Journal_of_the_Asiatic_S
Sudhakar, G. P. (2008). Managing dynamics in teams. In Organisational Behaviour: New Perspectives. 88-97: ICFAI University Press. Retrieved from https://www.google.com/url?sa=t&rct=j&q=&esrc=s&source=web&cd=&cad=rja&uact=8&ved=2ahUKEwi0vIHyhNaEAxUsXUEAHWRLCbUQFnoECA8QAQ&url=https%3A%2F%2Fwww.researchgate.net%2Fpublication%2F237050571_Managing_Dynamics_in_Teams&usg=AOvVaw2IHSvcHsqd-36XcuegkTRz&opi=
Tuckman, B., & Jensen, M. (1977). Stages of small group development. Group and Organisational Studies, 2, 419-427.
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