1. Team Growth and Performance
Quality Engineering and Quality Management
Since the functioning of your team will be an important factor in determining the success of your project, it is appropriate to consider the nature of team development and performance.
© University of Wisconsin-Madison

2. Learning Objectives Upon completing this module, you will be able to:
Appreciate the four stages of team growth and start to consider how to ensure a successful team project for this course.
Understand the basics of team/group processes and the characteristics of a well functioning team.
Upon completing this lesson module, you will be able to: Appreciate the four stages of team growth and start to consider how to ensure a successful team project for this course. And understand the basics of team/group processes and the characteristics of a well functioning team.

3. Stages of Team Growth The ordinary team is a complicated “creature!”
Personal differences
Members have to balance team Vs. job commitments
Pressures often exist to solve problem(s) quickly
New skills are often needed to solve problems well
The first issue to address in this lesson is the four stages of team growth that every team goes through to some degree or another. Because a team is made up of people, a team is a complicated creature. Not only are there personal differences, opinions, and personalities in the team, but also the members often have to balance their team commitments against their regular job commitments. Significant pressures often exist in a team environment where new tasks must be done quickly using new skills. The more you know about what to expect as your team progresses, the better able you will be to handle the difficulties that will arise.
The more you know about what to expect as your team progresses, the better able you will be to handle difficulties.

4. Stages of Team Growth *
As teams mature, members gradually learn to cope with emotional and group pressures. As a result, teams go through the following stages *: FORMING STORMING NORMING PERFORMING
In his famous book, “The Team Handbook,” Peter Scholtes describes the four stages of team growth as the forming, storming, norming and performing. These are the stages that team members go through as they learn to cope with the emotional and group pressures often present in a team.
*Reference: Scholtes, Peter R. The Team Handbook, 1988; Joiner Associates, Inc.

5. Forming STAGE 1 OF TEAM GROWTH
When a team first forms, team members are like hesitant swimmers standing by the side of the pool and dabbing their toes in the water.
This is the stage of transition from individual to member status.
FORMING INCLUDES THESE FEELINGS: Excitement, anticipation, and optimism Pride in being chosen for the project Initial, tentative attachment to the team Suspicion, fear, and anxiety about the job ahead
The first stage of forming is like hesitant swimmers standing by the side of the pool and dabbling their toes in the water. At this stage, they are transitioning from an individual to a team member. The forming stage includes a variety of feelings ranging from excitement, anticipation, and optimism for having been chosen for the team project to possible suspicion, fear or anxiety about the job ahead.

6. Forming STAGE 1 OF TEAM GROWTH
ACTIVITIES THAT TAKE PLACE: Attempts to define the task Decisions on what information needs to be gathered Discussions of issues not relevant to the task Complaints about the company and barriers to the task
Because there is so much going on to distract members’ attention in the beginning, the team accomplishes little, if anything, that concerns its project goals. This is perfectly normal.
During the forming stage, the team often attempts to define the problem, define the causes of the problem, and determine what information needs to be gathered. During this stage, it is common for there to be considerable discussion of issues that are not fully relevant to the task at hand. Discussions often address complaints about the company or barriers to the task. Very simply, there is too much going on to distract the team member’s attention at the beginning. As a result the team typically accomplishes very little during this stage in terms of achieving the project goals. But this is perfectly normal.

7. Storming STAGE 2 OF TEAM GROWTH
As team members start to realize the amount of work that lies ahead, it is normal for them to almost panic. Now they are like swimmers who have jumped
into the water, think they are about
to drown, and start thrashing about.
This is probably the most difficult time for the team.
- Not much progress has been made Members are still too inexperienced at problem solving and teamwork
Stage 2 is the storming stage. This occurs as team members start to realize the amount of work that lies ahead. It’s normal for them to almost panic. Now they are like swimmers who have jumped into the water, fear that they are about to drown, and start thrashing about. Undoubtedly, this is the most difficult time for a team. Not much progress is made, especially if the members are inexperienced at problem solving and teamwork to accomplish the team goals.

8. Storming STAGE 2 OF TEAM GROWTH
STORMING INCLUDES THESE FEELINGS: Resistance to the task and the problem solving methods “Up and down” feelings about the team and the project’s chance of success
BEHAVIORS: Arguing among members & “Choosing sides” Establishing unrealistic goals Questioning the wisdom of those who selected the project
Again, the team is not spending a lot of its effort on reaching the goal, but members are beginning to understand one another.
The feelings during the storming stage often include resistance to the task or resistance to using formal problem solving methods. There’s also a period of up and down feeling in the team about the project’s chance at success. Behaviors include arguing among the members and sometimes, unfortunately, choosing sides. This is a time when the team also is tempted to revise their goal, maybe establish unrealistic goals, and question the wisdom of those who selected the project in the first place. Once again, the team is not spending a lot of effort on reaching the goal, but members are beginning to understand one another.

9. Norming STAGE 3 OF TEAM GROWTH
As team members get used to working together, their initial resistance fades away. They start helping each other stay afloat rather than competing with one another.
During this stage, the members start to accept the team, their roles in the team, and each other.
Emotional conflict is reduced.
Stage 3 of team growth is the norming stage. As team members get used to working together, their initial resistance fades away. This is the stage where they start to help each other stay afloat, rather than competing with one another. Fortunately, this is the stage where the members start to accept the team, their roles in the team, and accept each other. The level of emotional conflict is reduced.

10. Norming STAGE 3 OF TEAM GROWTH
NORMING INCLUDES THESE FEELINGS: Feel free to express criticism Members accept being part of the team Relief that everything will probably go OK
BEHAVIORS: More friendliness and sharing Team “ground rules” and boundaries established (“norms”) Team spirit evident
Members have begun to work out their differences, and therefore start making good progress.
In the norming stage, members start to feel freer to express criticism of ideas, not people. Members accept being part of the team. Often there is relief that everything will be okay. These feelings bring about behaviors that generate more friendliness and sharing. It’s during this norming stage, that certain ground rules or norms are established for the team’s behavior. Team spirit is often more evident. By the norming stage, members have begun to work out their differences, and therefore are starting to make good progress.

11. Performing
STAGE 4 OF TEAM GROWTH
As team members become more comfortable with each other, and better understand the project, and what is expected of them, they become a more effective unit with everyone working in concert.
The team now begins to really “Perform” - determining causes and solving problems.
You can tell when your team has reached this stage because you start to get a lot of work done!!!
Performing is the fourth stage of team growth. This is the stage where the team really begins to perform, determining root causes and effectively solving problems through implementing effective solutions. Team members are now more comfortable with one another and better understand the project and what’s expected of them. Thus the team becomes a more effective unit with everyone working in concert. This is the stage that everyone looks for on a team. You can tell when your team has reached this stage because you start to finally get a lot of work done. In the short time of the semester it’s important for your team to get to Stage 4 quickly. Given your experience, as seasoned professional engineers and managers, it should be possible for you to get to Stage 3 and 4 of team growth fairly quickly.

12. Characteristics of a Well-Functioning Team
Rate the following factors in terms of their importance in maintaining a well functioning team. Use the scale:
A - Absolutely Critical
E - Especially Important
I - Important
O - Ordinary
U - Unimportant
Let’s take a few minutes and rate the factors on the next three slides in terms of their importance in maintaining a well-functioning team. We will once again use the scale AEIOU, as shown here. The intent here is to gain an understanding and appreciation of the factors which can determine the effectiveness and resulting success of a team. These are important factors that will apply to the success of your team project for this course as well. So please pause the video presentation and rate these team performance factors. We will discuss the results when we meet “in class”.

13. Characteristics of a Well-Functioning Team
___1. Everyone participates fully, as much as desired, and when desired.
___2. No domination by any member(s) or the leader. Leadership is non-authoritative.
___3. Members solicit input from others and listen attentively. Members encourage participation of others in the group.
___4. Final decisions are reached by consensus. Much time is spent in decision making to gain consensus. All team members support the decision. There is an eagerness to implement the recommendation.
___5. Decisions are based on measurable data as much as possible, not opinions. People change their minds when new data are presented.
The first five team performance factors are: everyone participates fully, as much as desired, and when desired. No domination by any member(s) or the leader, and leadership is non-authoritative. Members solicit input from others and listen attentively. Members encourage participation of others in the group. Final decisions are reached by consensus. Much time is spent in decision making to gain consensus. All team members support the decision. There is an eagerness to implement the recommendation. And finally, decisions are based on measurable data as much as possible, not opinions. Also people will change their minds when new compelling data are presented.

14. Characteristics of a Well-Functioning Team
___6. The team goal is specifically defined and understood by all members. The goal reflects improvements over which the team has primary influence.
___7. Members agree to a process to be followed by the team for accomplishing its goals.
___8. All members work toward a single objective. Priorities are set by the team.
___9. Focus is on problem, not on protection of self interest.
___10. Ideas are challenged, not people. No criticism. No destructive conflict. Information is clarified.
The next five team performance factors are: the team goal is specifically defined and understood by all members. The goal reflects improvements over which the team has primary influence. Members agree to a process to be followed by the team for accomplishing its goals. All members work toward a single objective. Priorities are set by the team. The focus is on problem, not on the protection of self interest. And finally, ideas are challenged, not people. No criticism or destructive conflict is allowed, and information is clarified when needed.

15. Characteristics of a Well-Functioning Team
___11. Team atmosphere is fairly enjoyable, friendly.
___12. Agendas are established, shared with the group, and followed for every team meeting.
___13. Key input and decisions are visually displayed for all members to see throughout the team meeting.
___14. Necessary outside resources are identified and consulted.
___15. Responsibilities for analysis and implementation are shared equally.
___16. Team establishes means to measure implementation progress and results.
The last six characteristics are: Team atmosphere is fairly enjoyable and friendly. Agendas are established, shared with the group, and followed for every team meeting. Key input and decisions are visually displayed for all members to see throughout the team meeting. Necessary outside resources are identified and consulted. Responsibilities for analysis and implementation are shared equally. And the team establishes means to measure implementation progress and results.

16. Questions for Thought
What will be the top five most important characteristics for your project team in this class?
What steps can you take to ensure that these characteristics are maintained?
To conclude, let’s look at these two questions for thought. What will be the top five most important characteristics for your project team in this class? And what steps can you take to ensure that these characteristics are maintained? This is the end of this lesson. Thank you.