HIGH PERFORMING TEAMS

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High performing teams are recognised as such because they consistently perform above expectation, exceed potential and continue to seek ways to improve.

To achieve this status, they work towards the vision, the mission and the goals set by the senior leadership team within an organisation.

They communicate effectively, share and learn from experience, know the role they have to play at both team and individual level are also experts in their field.

High performing teams are led, guided and supported at the appropriate levels of leadership and management with the aim of working towards the goal and in the context of JLR, Operational Excellence.

 

STAGES OF TEAM DEVELOPMENT PART 1

When a new team comes together there is a process it will go through; this is called stages of team development. It is a process to describe the path most teams follow on their way to high performance.

It is important to recognise the different stages the newly formed team find themselves in as it will assist greatly in working towards team harmony as efficiently and quickly as possible.

Forming a team takes time, and members often go through recognisable stages as they change from being a collection of strangers to a united group with common goals. Bruce Tuckman ‘s Forming, Storming, Norming, and Performing model describes these stages.

  • Storming

    Storming

    This is where people start to push against the boundaries established in the forming stage. This is the stage where many teams fail. Storming often starts where there is a conflict between team members’ natural working styles. People may work in different ways for all sorts of reasons but, if differing working styles cause unforeseen problems, they may become frustrated.

    Storming can also happen in other situations. For example, team members may challenge your authority, or jockey for position as their roles are clarified. Or, if you have not defined clearly how the team will work, people may feel overwhelmed by their workload, or they could be uncomfortable with the approach you are using. Some may question the worth of the team’s goal, and they may resist taking on tasks. Team members who stick with the task at hand may experience stress, particularly as they do not have the support of established processes or strong relationships with their colleagues.

  • Norming

    Norming

    Gradually, the team moves into the norming stage. This is when people start to resolve their differences, appreciate colleagues’ strengths, and respect your authority as a leader. Now that your team members know one another better, they may socialise together, and they are able to ask one another for help and provide constructive feedback. People develop a stronger commitment to the team goal, and you start to see good progress towards it. There is often a prolonged overlap between storming and norming, because, as new tasks come up, the team may lapse back into behaviour from the storming stage.

  • Norming

    Norming

    Gradually, the team moves into the norming stage. This is when people start to resolve their differences, appreciate colleagues’ strengths, and respect your authority as a leader. Now that your team members know one another better, they may socialise together, and they are able to ask one another for help and provide constructive feedback. People develop a stronger commitment to the team goal, and you start to see good progress towards it. There is often a prolonged overlap between storming and norming, because, as new tasks come up, the team may lapse back into behaviour from the storming stage.

STAGES OF TEAM DEVELOPMENT PART 2

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