2018 Statewide Learning and Development Solutions
Topics:
  • Governor's Transition
  • Featured Courses in November
  • Learning Lessons: Leading Your Team Through Tuckman's Stages of Group Development
Priorities for the Governor's Transition
Over the next several weeks, the transition teams for the Governor Elect will start working with agencies to understand what has been happening around the State and to talk about the future. These teams have a big job ahead of them and it makes good sense to prepare for the future by understanding the present and developing strategies to achieve desired goals. This month, we are encouraging all of you to get ready for the Governor's transition by documenting your priorities. Not only will a transition plan help you communicate the goals of your team to state leaders, it can help you to engage your teams with renewed focus on what is most important.

Some guidelines for developing a transition document:
  • Keep it short, one-page or so should be enough.
  • Identify the contributions that your team makes to the State, identify customers and how you serve them. Talk about successes and wins.
  • Identify the priorities or vision you have for the future, and what you need to get there.
  • Develop goals that are SMART: Specific, Measureable, Achievable, Relevant, Timely.
  • Emphasize that your team is willing to assist with the transition and is grateful for the opportunity to serve the State.
  • Collaborate with your team on developing this plan, give them a voice in the process.
In addition to focusing the attention of your team on the most important goals, be mindful of the fact that change can be a stressful time for all employees. Some best practices for managing stress during times of change:
  • Communicate frequently and openly.
  • Talk specifically about stress, conflict, concerns. Ask your employees what concerns or questions they have about the transition.
  • Try to identify what may change and what may remain the same. Build support around any changes that may have significant impact.
  • Focus attention on opportunities and benefits of the change.
  • Reduce ambiguity by sharing information before, during, and after the change, and be sure to make your communications relevant to the work your team is doing.
Remember that COE has a team of consultants who are available to help you navigate this transition. If you would like to talk about change management strategies and training for your team, lets us know by contacting COE at [email protected] .  

Featured Courses


In November, COE is offering 15 courses in an open enrollment format. Click any of the links below to read about the course and to register for available sessions. Not finding what you are looking for? Review all of the courses that are available through COE on our website:

You can contact COE to purchase any of these classes in a format that meets the needs of your team.

Strategic Thinking: A 5280 View Point - 11/13
iLoveFeedback - 11/13
Learning Lessons
Leading your team through Tuckman's Stages of Group Development.
 
The Forming-Storming-Norming-Performing model of group development was first proposed by Bruce Tuckman in 1965 and was summarized in his article "Developmental Sequence in Small Groups". Tuckman simplified existing theories with his model which served to describe the anticipated behaviors that groups will demonstrate as they progress to higher levels of development. All of the phases are necessary and expected in order for a team to grow, to address challenges, to find solutions, to plan work, and ultimately, to deliver results.
 
This model is helpful because it provides a framework for understanding group behavior and actions that will help groups to accomplish the needs for the stage they are in, and move on to the next stage of development. Some points to keep in mind:
  • Each step builds on the previous one.
  • Each step prepares for the Performing Stage.
  • Groups may move backwards or repeat the process when facing new challenges.
`Two models have been provided in this article to help you understand what to expect from people who are in each stage of the model.

In the following stair step model, the Tasks section describes the needs of a group within each stage. The Behaviors section describes common behaviors that one would expect to see from people within each stage.

In the Stages of Team Development model, the upper section of the table provides detailed description of behaviors that would be predictable within each stage of development. The lower section of the table provides action steps that will help groups move to the next stage of development.
So, how can this information help the team?

Having an awareness of which stage your team is on can help in a number of ways. First, it normalizes the process for team members and helps team members recognize the basic characteristics of team development. Second, it increases the team members awareness of where they are in the process of development, helping them become observers of the team and to identify action steps and behaviors that will move the team into the next stage of development. Third, it helps improve the ability of the team to self assess and develop strategies that lead to overall performance improvement.

At the University of Denver, Greg Giesen, Manager of People Development, tweaked Tuckman's model and divided the Norming stage into "Good Norming" and "Bad Norming." In sum, Good Norming refers to effectively addressing issues and working through conflicts without regressing into Storming. In Bad Norming, the team is unable to work through issues and conflicts, and gets stuck in dysfunctional behaviors which leads to poor team performance. In most cases it is the team leader who is usually responsible for the team getting stuck and who has the ability to help get them unstuck.

If you are the team leader, we recommend that you share this model with your team members to identify where they think they are in the model and what they need to do to move through the stages and perform better. A regular review of this model with your team can help team members see progress they have made.

Consider the following questions when working with your team:
  • What behaviors in the team, tell you which phase of the model we are in?
  • What guidance does the stair-step model provide to move this team to the next stage?
  • What might be in the way of this team getting to the next stage of development?
  • Is this team stuck in any Bad Norming? In what ways?
  • If this team was in the Performing stage, what would be different in our behaviors and tasks?
Know that the Center for Organizational Effectiveness and our experienced team of consultants is available to support your team in moving through the stages of Team Development and addressing "stuck" points through planning a team intervention. Feel free to reach out for a consultation by calling us at 303-866-2439 or emailing us at [email protected]. 
Center for Organizational Effectiveness
Department of Personnel & Administration
Division of Human Resources
303-866-2439