Building high-performing teams requires an understanding of both the natural stages of group evolution and the common pitfalls that can derail progress. Below is a summary of two foundational frameworks for team development.
Frameworks for High-Performing Teams
I. The Tuckman Model of Group Development¶
Proposed by Bruce Tuckman (1965, 1977), this model describes the progressive stages of team maturity and the shifting role of leadership.
| Stage | Team Characteristics | Leadership Focus |
|---|---|---|
| Forming | High dependence on leader; roles are unclear; members are polite but guarded. | Directing: Provide clear objectives and define roles. |
| Storming | Conflict arises as work styles clash; members jockey for position and influence. | Coaching: Manage conflict and clarify the team’s purpose. |
| Norming | Agreement and consensus form; roles are accepted; team “culture” develops. | Facilitating: Shift power to the team and enable collaboration. |
| Performing | Team operates with high autonomy; strategically aware and focused on goals. | Delegating: Focus on over-achievement and continuous improvement. |
| Adjourning | The “Mourning” phase; the team breaks up after the task is completed. | Recognizing: Celebrate achievements and manage transitions. |
Reference: Tuckman, B. W. (1965). Developmental sequence in small groups. Psychological Bulletin, 63(6), 384–399.
II. Lencioni’s Five Dysfunctions of a Team¶
Patrick Lencioni (2002) identifies five interconnected behavioral pitfalls that prevent teams from succeeding.
Absence of Trust: The foundation of dysfunction. Occurs when members are unwilling to be vulnerable or admit mistakes.
Fear of Conflict: Teams that lack trust engage in “artificial harmony,” avoiding the passionate debate required for growth.
Lack of Commitment: Without conflict, members rarely buy into decisions, creating ambiguity throughout the organization.
Avoidance of Accountability: When there is no clear commitment, members hesitate to call out peers on counterproductive behaviors.
Inattention to Results: The ultimate dysfunction. Individuals put their own status, ego, or departmental needs ahead of the collective goals.
The Critical Role of Productive Conflict¶
Lencioni argues that conflict is the “engine” of progress.
The Conflict Continuum: Productive conflict exists between “artificial harmony” and “mean-spirited personal attacks.”
Commitment Through Debate: When team members engage in unfiltered, concept-based debate, they feel their perspective has been considered. This allows them to “weigh in” so they can “buy in,” even if the final decision is not their preferred choice.
Reference: Lencioni, P. M. (2002). The Five Dysfunctions of a Team: A Leadership Fable. Jossey-Bass.
Planning¶
You will be asked to complete a Gannt chart to help with the planning of your project to complete the various tasks that are outlined on Learning Suite.
You will also be asked to complete an individual action plan within TLReview (also used to provide and receive feedback.)
Feedback¶
Feedback will asked of you using the TLReview system within the BYU intranet system. There you can give and receive feedback to your team members.