Understanding Teams: Dynamics, Roles, and Development

In today’s organizations, teams are more essential than ever. A team is more than just a group of people working together, it is “a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they are mutually accountable” (Katzenbach & Smith, 1993). Teams allow organizations to leverage diverse perspectives and specialized skills, leading to more effective problem-solving and stronger outcomes than individuals working alone.

A pivotal area of TBW is the roles of team members. Roles can be formal or informal and may be based on tasks or relationships. A task role accomplishes work directly, for example completing a project or assignment. A relationship role helps maintain harmony and communication among members. When team members are clear about their roles on a team, it aids with the overall functioning of the team. On the flip side, when expectations are not clear and team members engage in role conflict, effectiveness and efficiency can drop. Understanding these roles and conflicts are key to team success.

Another important factor in team effectiveness is group norms. These are informal, often unspoken rules that guide behavior within a team. While not always written down, norms influence how members interact, make decisions, and approach their work. For example, in some organizations, a norm may exist to arrive early and stay late, even if the official work hours differ. Recognizing and aligning with group norms helps team members integrate successfully and avoid misunderstandings.

Ultimately, understanding the stages of the development of teams is critical for both managing a team and participating as a member of a team. Tuckman (1965) identified four stages of team development: forming, storming, norming, and performing. During the forming stage, team members begin to get acquainted and build trust. The storming stage includes the emergence of conflict and clarity around roles and leadership. In the norming stage, the roles and norms are solidified. The performing stage occurs when the team operates seamlessly toward its shared goals. Tuckman and Jensen (1977) later added a fifth stage, adjourning, which entails the dissolution of the team following the accomplishment of its goals. Understanding the stages helps teams navigate difficult situations and contributes to the success of the team.

In summary, teams are central to productivity and innovation within organizations. When members are aware of roles, norms, and the developmental stages of teams, individuals work more effectively, and organizations create productive systems of collaboration to achieve good outcomes. A team is not simply defined as a group of people; rather, teams are living, breathing systems that can outperform any single individual within that team, when properly managed.

References

De Dreu, C. K. W., & Weingart, L. R. (2003). Task versus relationship conflict, team performance, and team member satisfaction: A meta-analysis. Journal of Applied Psychology, 88(4), 741–749. https://doi.org/10.1037/0021-9010.88.4.741

Ebbers, J. J., & Wijnhoven, F. (2017). Betwixt and between: Role conflict, role ambiguity, and role efficacy in project-based organizations. International Journal of Project Management, 35(3), 441–452. https://doi.org/10.1016/j.ijproman.2016.12.004

Katzenbach, J. R., & Smith, D. K. (1993). The wisdom of teams: Creating the high-performance organization. Harvard Business School Press.

Tuckman, B. W. (1965). Developmental sequence in small groups. Psychological Bulletin, 63(6), 384–399. https://doi.org/10.1037/h0022100