The Business Book

83

educational psychology, described
these stages as forming, storming,
norming, performing, and
adjourning. During forming, the
group comes together, and
members get to know one other. It
then moves into a storming stage,
where members challenge each
other for coveted group roles, and
group processes begin to emerge
through trial and error. The middle
stage—norming—marks a period
of calm, where agreement is
reached on roles, processes, and
group norms. By the fourth stage,
members have become familiar
with each other, with their roles,
and with the processes involved.
At this stage, team performance
hits its most effective level. Once
their work is done, the group moves
to adjourning, or disbanding.
Businesses are eager for teams
to move quickly through the early
stages, reaching “performing” as
soon as possible. This is why
companies invest so much in team-
building activities, where teams
face and solve artificial challenges,
often in a different environment.
Many companies also use the
architecture of their building to
encourage team interaction. For
example, at Pixar, the movie
animation studio based in
California, the cafeteria, meeting
rooms, employee mail boxes, and
bathrooms are located around a
centralized atrium designed for
collaborative working. The building
design and layout encourages
members of teams to meet and
interact with one another, even
when they are based in different
departments within the company.
Research has shown that team-
building activities and collaborative
work spaces help to improve team

work because the most effective

teams are those where members

trust one another, share a strong

sense of group identity, and have

confidence in their effectiveness

as a team.

Effective team building

In 2005, US researchers Jon

Katzenbach and Douglas Smith

identified a series of factors that

seem to be essential for effective

teamwork. First, team members

must be chosen for their skills, not

their personality. The team then

needs to get off to a good start;

setting the right tone is essential.

The tone should not be too

casual—teams perform better

when challenged, so a sense of

urgency needs to be imparted.

The team should agree on clear

rules for group behavior and norms,

and meet often, both formally and

informally. If possible, the team

should be allowed to enjoy some

early success; a few easy wins

early on has been found to boost

performance later. Likewise,

the group—and its individual

members—needs to be lavished

with praise. Continuing motivation ❯❯

See also: Leading well 68–69 ■ The value of teams 70–71 ■ Effective leadership 78–79 ■ Make the most of your talent
86–87 ■ Organizational culture 104–09 ■ Avoid groupthink 114 ■ The value of diversity 115 ■ Kaizen 302–09

LIGHTING THE FIRE

Effective teams

provide synergy.

2 + 2 = 5

Individual

shortcomings

are balanced

out in a team.

Teams provide

security, so

members feel free

to take risks.

Teams produce

more creative

solutions to

problems.

Teams provide

an environment

to manage

talent.

Mutual support

encourages team

members to

reach their

potential.

Teams

establish

positive group

norms that

encourage

openness and

flexibility.