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CHAPTER 10: LEADING TEAMS 295

Exhibit 10.1 Differences Between Groups and Teams

Group Team
Has a designated, strong leader Shares or rotates leadership roles
Individual accountability Mutual and individual accountability
(accountable to each other)
Identical purpose for group and organization Specific team vision or purpose
Performance goals set by others Performance goals set by team
Works within organizational boundaries Not inhibited by organizational boundaries
Individual work products Collective work products
Organized meetings, delegation Mutual feedback, open-ended
discussion, active problem-solving

Sources: Based on Jon R. Katzenbach and Douglas K. Smith, “The Discipline of Teams,” Harvard Business
Review (March–April 1995), pp. 111–120; and Milan Moravec, Odd Jan Johannessen, and Thor A. Hjelmas,
“Thumbs Up for Self-Managed Teams,” Management Review (July–August 1997), pp. 42–47 (chart on 46).

How Teams Develop
Smoothly functioning teams don’t just happen. They are built by
As a leader, you can guide your team
leaders who take specific actions to help people come together as a Action Memo

team. One important point is for leaders to understand that teams through its stages of development. Early on
11
go through distinct stages of development. New teams are differ- you can help members know one another,
ent from mature teams. If you have participated in teams to do class and then encourage participation and
assignments, you probably noticed that the team changed over time. common purpose, followed by clarifying
In the beginning, members have to get to know one another, establish goals and expectations. Finally, you can
some order, divide responsibilities, and clarify tasks. These activities concentrate on helping the team achieve
help members become part of a smoothly functioning team. The chal-
lenge for leaders is to recognize the stages of development and help high performance.
teams move through them successfully.
Research suggests that teams develop over several stages. Exhibit 10.2
shows one model of the stages of team development. These four stages
typically occur in sequence, although there can be overlap. Each stage presents team
members and leaders with unique problems and challenges.

Forming The forming stage of development is a period of orientation and getting Forming
Forming
stage of team development that
acquainted. Team members find out what behavior is acceptable to others, ex- stage of team development that

includes orientation and getting
includes orientation and getting
plore friendship possibilities, and determine task orientation. Uncertainty is high, acquainted
acquainted
because no one knows what the ground rules are or what is expected of them.
Members will usually accept whatever power or authority is offered by either
formal or informal leaders. The leader’s challenge at this stage of development is
to facilitate communication and interaction among team members to help them
get acquainted and establish guidelines for how the team will work together. It is
important at this stage that the leader try to make everyone feel comfortable and
like a part of the team. Leaders can draw out shy or quiet team members to help
them establish relationships with others.
Storming During the storming stage, individual personalities emerge more clearly. Storming
Storming
stage of team development in
People become more assertive in clarifying their roles. This stage is marked by con- stage of team development in
which individual personalities
which individual personalities
fl ict and disagreement. Team members may disagree over their perceptions of the and confl icts emerge
and confl icts emerge
team’s mission or goals. They may jockey for position or form subgroups based