Storming Stage

How to deal with conflict and tension

MODULE «Team dynamics and the role of the leader»

Each team goes through 4 stages of development

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Efficiency

Evolution level

Forming Stage

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Efficiency

Evolution level

Storming Stage

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Efficiency

Evolution level

Key Stage Indicators

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Tensions and conflicts

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• The period of the most intensive communication in the team - 1-1, team syncs
• Maximum attention alert - understanding the characteristics of the stage and effective actions will minimize the transition time to the Norming stage

The critical point for the Leader to get engaged with the team management

• The transition to the Storming stage shows, that team dynamics have begun and the work group is starting transformation into a team

Good news

Key Stage Indicators

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• Conflicts arise and employees begin to openly express their dissatisfaction.
• Disagreement about roles is disagreement about responsibility.
• Leadership struggles – some employees may seek leadership positions or take on additional responsibilities.
• Low productivity - work results are declining.
• Frequent complaints about processes are dissatisfaction with how work is organized and how decisions are made.
• Groups are formed - subgroups begin to appear, united by interests or opinions about leadership.
• Emotional reactions - conflicts cause emotional outbursts
• Inconsistency in actions - employees do not coordinate their actions
• Lack of a common goal - instead of a common goal, employees begin to focus on personal ambitions or desires.
• Passive resistance - some participants may sabotage the work or avoid completing tasks.

Time to Transition to Norming Stage

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• The necessary actions have been taken by the manager - team dynamics begin and the team moves into the Norming stage

Effective scenario - 3 months

• The necessary actions are not taken and the team gets stuck in the Storming stage

- team efficiency remains low, employees leave the team, all energy is spent on conflicts and struggle for influence

Ineffective scenario

5-6 months is the average period of time an employee works in the Storming stage before moving out from the team, if the manager does not take effective action

Stage trap

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• Disappointed employees leave the company
• New employees arrive
• Since effective actions are not being taken, everything repeats in a circle and the team does not gain efficiency
• The team and company's reputation as an attractive employer is being destroyed
• The manager's reputation is being destroyed
• The team is not achieving results

If the leader acts ineffectively, the team falls into a Vicious circle�

“Storming - Forming - Storming - Forming”

Effective actions for the manager​

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TASK № 1

Ensure the most effective communication system within the team

• Daily check-ins during Storming - the more active Storming is, the more frequent the communications in the team should be
• Weekly meetings with the team – discussing goals, projects, priorities,​ results, obstacles, decision making, responsibilities
• Weekly 1-1 meetings with employees, requiring the most attention - choose those around whom there are more conflicts and those, who, by external signs, “switch off” from work.
• Provide feedback at every meeting, to adjust the work of employees!

Organize a transparent system of communications around team’s goals

Effective actions for the manager​

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TASK № 2

Resolve all conflicts and tensions through the team's goal filter

• Openly discuss disagreements with the key filter: how does it move the team towards the goal - translate all personal discussions into the format of effective/ineffective for the final task, remove discussion of personalities
• Maintaining communication ethics in a team means being a model of company culture and politeness, respectful communication within the team, establish a standard of communication within the team
• Openly resolve all conflicts - do not encourage behind-the-scenes discussions, opinion sub-groups development, make data based decisions, with no link to personal sympathies

Organize a transparent system of communications around team’s goals

Effective actions for the manager​

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TASK № 3

Actively manage projects and resource prioritization within the team

• Communicate priorities for the team - all employees must understand, what is important for the team today.
• Don't change team priorities too often, unpredictable and without transparent communications, this is one of the most frustrating factors for employees, where chaos begins
• Help prioritizing projects 1-1 with each employee - to make sure that the team understands the priorities, focuses on most effective actions and spends efforts purposefully for the team's result

Organize a transparent system of communications around team’s goals

Success of the Storming Stage

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• All conflicts are openly discussed
• Team goal is the key decision making criteria in conflict resolution
• Communication systems are systematic and in calendars
• The leader is a model and driver of ethical and respectful communications in the team

Norming Stage

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Efficiency

Evolution level

Stage Key Indicators

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• Reduced conflicts - employees understand each other better, fewer disputes
• Increased productivity - the team begins to work more harmoniously
• Collective decision-making - employees begin to discuss and solve problems together, focusing on cooperation.
• Increased trust – employees begin to trust each other by openly discussing problems and ideas.
• Strengthening collaboration - participants actively help each other
• Common shared goals - the team moves towards a common goal vs. individual targets.
• More initiative – employees take initiative, suggest solutions and improvements.
• Projects coordination - the tasks and projects of employees become more coordinated.
• Establishing work routine - the team develops regular rituals such as meetings, reports, updates.

Performing Stage

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Efficiency

Evolution level

Key Stage Indicators

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• High level of autonomy – employees make independent decisions.
• Maximum productivity - the team demonstrates high results, completing tasks efficiently and fast.
• Minimum conflicts - conflicts are either absent or resolved quickly and constructively.
• Clear roles distribution - everyone knows their roles and works within their competencies.
• Initiative at the highest level - each participant contributes and actively suggests new solutions and ideas.
• Results-focused - the team is focused on achieving team goals and results.
• Support and mentoring - more experienced employees teach and help less experienced ones without waiting for directions.
• Innovation - the team constantly finds new approaches to completing tasks.
• Minimal management intervention - the team works virtually independently, requiring minimal intervention.

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Effective actions for the manager

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Goal: Maximize productivity and maintain motivation.

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1. Delegate challenging tasks - assign team members challenging tasks that will require leadership skills and competencies development.
2. Launch a mentoring program - Start promoting employees to mentor new team members.
3. Create internal hackathons - Organize team brainstorming sessions or mini- hackathons to find innovative solutions to current problems.
4. Implement a recognition system for great results - create a format for monthly recognition of top performance, such as through awards or public recognition.
5. Discuss professional development plans - have one-on-one conversations with each team member about what skills they want to develop and how you can support this on the project.