Today is the first Friday in May. You know what that means, right? Another great blog from my friend and colleague, Mark Murphy. Mark is a senior consultant with FranklinCovey and has worked with organizations across the globe to help them with everything productivity, leadership and team performance. If you have ever worked in an organization where teams were “stuck” from achieving their potential, then this month’s post might bring back a few memories.
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Within the last month I’ve had the opportunity of working with two very different organizations struggling with one very similar issue. One organization was a small privately held resort company in Colorado and the other was the UK office of an Italian-based multinational organization. The issue was trust…or more specifically…the lack of trust.
I was fascinated by how different and yet how similar the teams in both organizations were. Even though one team was struggling to grow beyond the vision of a single entrepreneur and the other was working to integrate new team members from various cultural backgrounds; they were both essentially stuck in what Bruce Tuckman calls the “storming” stage of team development.
According to Tuckman, all teams go through a natural process of development that consists of 4 phases: 1) Forming 2) Storming 3) Norming and 4) Performing. (Bruce Tuckman reference). Looking at the behavior of small groups in a variety of environments, he recognized the distinct phases teams go through and suggested they need to experience all four stages before they achieve maximum effectiveness. This process can be subconscious, although an understanding of the stages can help a group reach effectiveness more quickly and less painfully.
The “Storming” stage is when, as the name suggests, members can become hostile and combative. As goals and objectives are clarified, team members become aware of any gaps between reality and their initial expectations. They may experience dissatisfaction with the team’s objectives and may begin to question the ability of their leadership. If these issues are not addressed quickly and openly with what Steven R. Covey in his book, 7 Habits of Highly Effective People, calls a “combination of courage and consideration”, the team may never get to the next stage which is Norming. Norming is where members begin to resolve conflicts through increased cooperation and trust. They settle in to norms on how to work together. They rally around each other with common spirit and goals and get down to work.
Norming is an essential step to the final goal of an effective team, which is Performing. Performing is when team members work together productively and produce high-quality results. They prevent problems or work through them constructively. They provide their own direction and encouragement and feel satisfaction in working with the team. These high-performing teams are able to function as a unit as they find ways to get the job done smoothly and effectively without inappropriate conflict or the need for external supervision.
I think the key work here is inappropriate conflict. Not all conflict is bad. In seeking the balance of courage and consideration required to get beyond the storming stage teams must be able to, not only experience conflict, but actually embrace it. I’ve worked with teams and organizations that are overly courageous and frank in their opinions without consideration for the feelings of others. These highly courageous yet inconsiderate teams rarely get beyond the storming stage. I’ve also worked with teams that are overly considerate and afraid to confront issues with any degree of honesty or courage. I’ve found that these teams are just as likely to get stuck in the storming stage. As Steven Covey states, maturity in an individual as well as a team requires balancing both courage and consideration.
In his book “The 5 Dysfunctions of a Team”, Patrick Lencioni states that ultimately teams fail to get results or Perform because of an Absence of Trust which leads to a Fear of Conflict.
Notice (below) that the solution to a lack of trust lies, not in removing all conflict, but rather through embracing appropriate conflict with open, honest, thoughtful dialogue. Steven Covey says the ultimate form of a Win-Win is to find agreement where both parties mutually benefit or to have both parties agree to disagree agreeably.
So…back to the original question. Can we all get along too well? I believe we can. If we want to create a high performing team that gets consistently superb results we have to create a high trust environment where people feel they can openly disagree. An environment where differing views are not just tolerated, but actually celebrated. An environment that understands how Storming can ultimately lead to Performing. This is as true in the mountains of Colorado as it is in the UK.
- Mark Murphy, FranklinCovey Consultant
Copyright © 2012 - Mark Murphy
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So it’s time for a little assessment. Where is your team on the scale below?
1) Forming 2) Storming 3) Norming 4) Performing
If your answer was not 4, then we should chat. Even if your team is Norming, what would it be worth to your organization if we could help you get to Performing? For most organizations we visit with the financial ROI is huge. If you are just Forming or Storming, them the ROI is even greater.
Be courageous enough to admit where you are at and contact me to set up a call with Mark and your FranklinCovey Client Partner. I am confident to say that the time you give us will be well spent to learn how we can help.
Helping increase performance one team at a time,
John Vakidis
