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cameron and green making-sense-of-change-management

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Team <strong>change</strong>• How can we achieve our goals without the support from others inthe organization?An alternative word to storming is ‘testing’. Individuals <strong>and</strong> the team as awhole are testing out the assumptions that had been made when the teamwas originally formed. Obviously different teams will experience this stagewith different degrees <strong>of</strong> intensity, but important points to note here are:• It is a natural part <strong>of</strong> the process.• It is a healthy part <strong>of</strong> the process.• It is an important part <strong>of</strong> the process.The storming phase – if successfully traversed – will achieve clarity aroundall the fundamental questions <strong>of</strong> the first phase, <strong>and</strong> enable common underst<strong>and</strong>ing<strong>of</strong> purpose <strong>and</strong> roles to be achieved. In turn it allows the authority<strong>of</strong> the team leader to be seen <strong>and</strong> acknowledged, <strong>and</strong> it allows everyone totake up his or her rightful place within the team. It also gives team membersa <strong>sense</strong> <strong>of</strong> the way things will happen within the team. It becomes a templatefor future ways <strong>of</strong> acting, problem solving, decision <strong>making</strong> <strong>and</strong> relating.NormingThe third stage <strong>of</strong> team development occurs when the team finally settlesdown into working towards achievement <strong>of</strong> its task without too muchattention needed on the fundamental questions. As further challengesdevelop, or as individuals grow further into their roles, then furtherscrutiny <strong>of</strong> the fundamental questions may happen. They may bediscussed, but if they instead remain hidden beneath the surface this canresult in loss <strong>of</strong> attention on the primary task.Tuckman suggests in his review <strong>of</strong> the research that this settling processcan be relatively straightforward <strong>and</strong> sequential. The team movesthrough the storming phase into a way <strong>of</strong> working that establishes teamnorms. It can also be more sporadic <strong>and</strong> turbulent, with the team needingfurther storming before team norms are established. Indeed some readersmight have experienced teams that permanently move back <strong>and</strong> forthbetween the norming <strong>and</strong> storming stages – a clear signal that some teamissues are not being surfaced <strong>and</strong> dealt with.81

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