Stage 3: Standardisation
At this stage it occurs:
- An identificationwhere individuals realise that they are not a collection of individuals, each with their own goals and agendas. They work together towards a common goal. The group takes on a single personality.
- Cohesion is increased. The team achieves a strong sense of identity and camaraderie. This stage is completed when the group structure is solidified and the group has assimilated a common set of expectations as to what defines the correct behaviour of the members.
- Rules are laid down. The members realise that the conflict cannot go on indefinitely, and the need arises within the group to establish rules of behaviour and action that do not endanger group cohesion. It is therefore necessary to make tensions disappear, creating fixed rules of the game that operate in a normative way and that bind the subjects.
Leader's performance (strengthening commitment)
- Ensure fairness in the distribution of tasks.
- Integrating individual and team potential.
- Ensure continuity and joint collaboration.
- Encourage the emergence of common ground and assert the benefits of diversity.
- Structuring communication.
- Ensure analysis and decision-making by consensus.
- Ensure respect, attention and participation.
- Informing and guiding towards the expected results.
- Present the objectives and available resources.
Stage 4: Production
- During this stage, the following are obtained effective production of the taskBecause interpersonal relations are fluid and spontaneous, leadership can be shared because they have already assumed that they are a team and will be able to achieve the development of common objectives, with greater internal confidence.
- There is a feeling of reinforcement through the achievement of objectives, group satisfaction, and thus increased performance and effectiveness.
- Team members also Experiment with new roles that can help the team succeed.The team will be able to innovate the way they operate, in the hope of developing more effective ways of achieving their group objectives. Individuals will take on one or more roles, which may be useful to the team at any given time, a topic that will be discussed in the other video on roles.
Leader Performance (leading the distance)
- Stimulate cohesion.
- Incentivise and recognise.
- Boost productivity and watch out for "burnout syndrome".
- Procure resources for the team.
Stage 5: Restructuring or dissolution
It stands to reason that if we want to sustain teamwork over time, it is quite possible that the group will tend to stagnate or recede, because the team adopts a single mind-set The leader's actions in this case should focus on: (i) the development of the leadership team, (ii) the development of the leadership team, (iii) the development of the leadership team, (iv) the development of the leadership team, and (v) the development of the leadership team. In this case, the leader's actions should focus on:
Performance of the Leader
- Revisit the basics: go back to ground zero and clarify the team's mission.
- Aim for small victories: defined by a clear and specific objective.
- Introduce new information and guidance: on competencies, internal case histories.
Joan Anton Ros Guasch, Founder ETBO and Doctor in Psychology.
Article published in the journal Patrimonia-Universidad Pompeu Fabra 10/9/2021
Video: https://www.youtube.com/watch?v=DNCOFNBkmCY