Working on Clarity of Purpose Eclipses Other Team Issues
The latest three teams I have worked with in my consulting capacity have asked me to aid them with everything from improving communication to helping create healthier team dynamics. As I have talked initially with the planners of the team retreat/s or leaders of the organizations, in every case it has become apparent that the communication issues or team challenges are really rooted in a lack of clarity. A lack of clarity on the aims, purposes, and functions of the team in question. A lack of clarity on the role/s of each person on the team. A lack of clarity on the “why” of the group. All of which, unsurprisingly, leads to the poor communication and team dynamics issues. Lack of familiarity with team life cycles especially with regard to changes in the group has an additional, and often overlooked, impact on literally everything.
The Bruce Tuckman Life Cycle of a Team research is helpful here. Teams begin in the forming stage, always followed by a storming stage (everyone adjusting to one another, getting their bearings, etc.), then—with intentionality and good leadership—getting to the norming phase and hopefully, the performing level. (See image below.) An interesting thing to note is that each time there is a change on the team—a promotion, a new person added to the mix, a person rotating off of the team, etc.—the team cycles back to the forming stage at least for a time…followed by storming, norming, and performing. Frustrations that arise are often due to expectations that a team simply continues in its norming/performing without being deliberate about doing a reset. The stormy interactions are often wrongly blamed on the new person/s or the person who left, instead of recognizing that the team needs to work on adjusting and the team leader needs to lead through each phase.
Bruce Tuckman Life Cycle of a Team
These patterns are mirrored by Stages of Organizational Development (Arlington):
From chaos to stability to high performance. (See image below.)
As you can see from each set of concepts, clarity is crucial at each and every stage. Whether it is defining the team’s purpose, each person’s role on the team, outlining the how of team communication, or encouraging trust and transparency with decision-making, the team leader as well as each team member is responsible in helping carve out these essential elements toward greater overall health and functioning.
Reflect:
Take a moment now to look at the Life Cycle of Teams/Tuckman image. Where is your team? What are the implications for you as group, and you individually, to make it through to the next phase? Can you articulate any losses/fears as you move from one to the other? Gains? Positives to build on?
Take a moment now to look at the Stages of Organizational Development/Arlington image. Where is your team? What are the implications for you as group, and you individually, to make it through to the next phase? Can you articulate any losses/fears as you move from one to the other? Gains? Positives to build on?
Are you and your team clear on “What is your WHY?” (and, conversely, what should NOT be on your plate)?
Too many teams have “mission creep”—they begin well, clear on their purpose, but continually add little and not-so-little things that arise, until meetings are lengthy, purpose is fuzzy, and people are frustrated. A team leader/moderator can help by reminding the team—every meeting—what their purpose is and what it isn’t. However, it is not entirely the leader’s responsibility to “police” or enforce the group’s stated “Why”—that is a team shared charge. At any time, each person should be empowered to speak up and recommend that something outside of the team “Why” be delegated to an appropriate other team where that item/discussion/decision belongs. Unwavering commitment to focusing on the “Why” ensures the team is effective, leaves energy for robust debate about the things that DO belong, helps with communication and motivation, and means the group is aiming at something they can actually achieve—instead of aiming everywhere and getting nowhere.
Shirley Giles Davis is a consultant, coach, facilitator who has worked with a diversity of teams, leaders, and organizations locally, nationally, and internationally for over 35 years. She specializes in collaborative dialogue around a variety of subjects, with the goal of assisting every client in identifying priorities, becoming increasingly self-aware and deepening other-awareness, pursuing goals, overcoming obstacles, leaning into strengths, growing to greater health and skill, finding clarity, and, ultimately, flourishing. Contact Shirley.
Photo (c) Shirley Giles Davis, all rights reserved.