(¼observer), the teamworker, the coordinator, the shaper, the resource investigator
and the completer finisher. In German teams, according to my observations, the
monitoring, coordinating and delegating roles are represented disproportionately,
while innovators who can come up with unique and creative ideas, monitor
evaluators and completer finishers are far too rare. It is the mixture that makes the
difference, but only in very rare cases does the selection of team members follow
the Belbin typology. In most cases it is simply based on technical expertise, hier-
archical structures, or on mere availability.
4.2.8 Phases of Team Development
Anyone who wants to understand teams needs to understand their dynamics.
Different phases of good team development can be distinguished. Following the
pattern “Forming – Storming – Norming – Performing,” there is first an orientation
(forming) phase for the individuals who are to cooperate. In this phase the
participants are polite, friendly, distant, and in the truest sense of the term “socially
acceptable.” They are careful and wear masks; their true selves are only partially
visible. The next phase of the conflict (storming) is characterized by the participants
becoming impatient and beginning to challenge each other (more subconsciously
than consciously). Personal animosities and antipathies become visible, and emo-
tions are no longer hidden. The participants are confronted with conflicts (see
Lewin 1947).
Then it comes to the stage of imposing order (norming), in which relationship
conflicts are identified and resolved if possible. However, “I” still overshadows
“we.” But the participants try to return to working on substantive issues. Roles and
rules for cooperation are defined and the team gets started. Only after these stages is
a working group complete, and only then can the phase of integration and perfor-
mance begin (performing). In this phase, even hidden conflicts are discussed openly
and emotions are revealed and lived out. There is feedback and confrontation, and a
“we-feeling” is created. In other words: if a group tries to avoid the critical
“storming” phase, then it will likely never be a true team and will remain unable
to integrate.
A word on leading teams: basically, the executive has to distinguish between
task and maintenance roles, and show them depending on the situation. Task roles
are for example taking the initiative to define goals, proposing ways to coordinate
ideas, or giving structure. Maintenance roles are for example encouraging others
and showing supportive behavior, handling conflicts without creating “losers,”
working to involve all participants, to integrate opinions, and to allow open
communication.
I see three fundamental success factors for teamwork:
The variety of personalities: often, friendly relationships among the members is
considered an ideal basis for teamwork – this is a fallacy, because a team needs
232 4 More Than Just Talking or: The Instruments of Systemic Leadership