Synergy of Teams at Work
Synergy is a collaboration of a team of individuals in order achieve a common goal. In order for that synergy to happen, a team must be developed. The process of becoming a team doesn’t happen overnight, it takes time and experience. “Most agree all teams go through the four states of forming, storming, norming, and performing.” (Moran). I am currently a member of a team of 15 coworkers at Verizon that have over three years of working with each other. Each of the four states that a team goes through is crucial in order to achieve synergy in the organization.
Forming is the first state and is basically an introduction to the team. Everyone has their own personal reason for being here and everyone is aware that there are certain goals and tasks to get started on. “This stage can last for some time, as people start to work together, and as they make an effort to get to know their new colleagues.” (Mind Tools). This is a very important state in which the group learns about their counterparts and start the very beginnings of working together. When my team first started, we did a variety of common business exercises in order to get to know each other through our training, by taking turns to tell a little bit about ourselves and a fun fact. Once the introductory state is out of the way we progress to the second state.
Storming is the state where many teams fail. Once everyone gets to know each other, differences may arise which can cause tension, arguments, and other issues. “Storming often starts where there is a conflict between team members’ natural working styles.” (Mind Tools). In my team, we use a proprietary system that is custom and unique to the company. Many of the members were against using it and knew other ways that were better, but because there is a specific process that has to be followed, we had to accept that and move forward. Teams who successfully make it through this crucial state have a much higher chances of success.
Norming is the state of acceptances and perseverance. Team members recognize each other’s differences and are willing to work together for the sake of the team. As members get to know each other more and strengthen their relationship, new issues may arise. “There is often a prolonged overlap between storming and norming, because, as new tasks come up, the team may lapse back into behavior from the storming stage.” (Mind Tools). At Verizon, we continually did small activities that everyone participated in and had a role in to enforce cohesion. After this there is only one state left.
Performing is the state where everyone is motivated, knowledgeable, and cooperating with each other. “The team members are now competent, autonomous and able to handle the decision-making process without supervision.” (Mind Tools). This is where synergy is really starting to take place. When my team reached this state we were able to work effectively with each other, affect constructive criticism, and grow with each other in order to achieve our goal in working for our company.
There are four states in which a team must go through in order to achieve synergy. This process is not an easy or a quick one, but is commonly agreed that it is necessary in order for a team to be successful. Not all teams are able to successfully make it through and some end up failing. Each company or organization may handle the growth and development of each state differently, but they all have a common goal at the end and that is to achieve synergy.
References
Learn Management. (n.d.). Forming, Norming, Storming, Performing : Tuckman Group Formation. Retrieved October 4, 2015, from http://www.learnmanagement2.com/formingnormingstormingperformingbrucetuckman.html
Moran, Robert T.; Abramson, Neil Remington; Moran, Sarah V. (2014-02-24). Managing Cultural Differences (p. 268). Taylor and Francis. Kindle Edition.
Mind Tools. (n.d.). Forming, Storming, Norming, and Performing – From MindTools.com. Retrieved October 4, 2015, from https://www.mindtools.com/pages/article/newLDR_86.htm
I really like your post, going into more detail as to how the process of building synergy works. To often I think that some people just assume that synergy is a thing that will happen or something that doesn’t, when in reality, a team must work to build the cooperative nature of synergy.
I have been a part of multiple working teams, and synergy is def NOT something that just happens. I’ve experienced twice, but if also witnessed it fail miserably. Back then I wasn’t aware of these formal definitions for the steps, but looking back I would say we failed mostly in the Storming portion. There were multiple conflicts that came up, not necessarily involving working habits, but more personal beliefs. We were having a huge issue of understanding each others individual cultures and these differences between us were causing fractures to our team.
What is interesting to consider, and your posts mentions this briefly, is that these steps are not linear. What I mean, like you mention in the norming section, is that norming and storming can happen together, because through the conflicts in storming, group norms are being developed, even with the people not involved in the specific “storm” that is happening. The observation of the storm is defining proper behavior for everyone else. This is where I think my team failed, we just didn’t spend enough time in the forming stage to learn each others cultures.