Aim

• The aim of this session is to identify Storming,forming,norming,performing, dorming, re-forming and adjourning

Leadership in SportIdentifying the task and how to accomplish it.• Deciding what is acceptable group behaviour and how to

handle group conflict• Deciding what information needs to be gathered to tackle

the task• Abstract conceptual discussions or some members'

impatience with these discussions• No clear focus on task or problem as evidenced by

irrelevant discussions• Complaining about organisational problems and barriers

to accomplishing the task instead of focusing on the task.

Storming• Arguing among group members,

even if they agree on the issues• Choosing sides within the group,

bids for power, drawing divisional lines

• Tension, jealousy, lack of unity, and a perceived hierarchy

• Establishing unobtainable goals, increased concerns about too much work to be done.

Norming

Conflict avoidance in an attempt to promote harmony

Friendlier discussions on a more personal level, more discussions about the dynamics of the group, begin to confide in one another

More of a sense of group cohesion and esprit, more commonality of goals

Establishing and maintaining realistic group parameters for behaviour and performance

Organising how team will sanction trangressors

Performing

Constructively changing one's self--actually changing for the betterment of the group.

Ability to avoid group conflict and, should conflict arise, being able to work through it.

Much closer identity with the group, understanding each other's strengths and weaknesses.

Dorming

Hard to continually improve performanceTeam can reach a plateauHaving consolidated increase

performance againHold the current position consciously

(Mayo)Performance reduces as team build

confidence and take control

Adjourning

Recognition that the job/task is coming to an end

Team can start to loose interestLoyalties now to the teamAt the end of the task the team can stay

together

Application of theory

Once they have an established way of operating then the time taken between storming and norming can be very short.

At the same time it is important to recognise that:

After storming the team sets its own norms (rules)

These ‘rules’ are likely to be followed because these become a potential part of the team’s norms.

Application of theory

Application of theory Once the team have fully adopted a rule then

they take ownership of it and protect it as part of their belief system/culture.

The important question for managers to ask is when this cycle of events takes place does the outcome support the task (Adair) the team was set up for?

Application of Theory

If not, then the outcome can be resistance as the team starts to develop for its own sake rather than the task in hand

Managers should be very aware of this process and develop strategies to intervene.