[MUSIC] Teams are not the same when they begin than when they have worked for awhile. People are getting to know each other. People are maybe engaging in conflicts. History's starting to emerge. So a key thing when considering teamwork is, how will my team change and develop over time? What happens? Can I, one way or the other, maybe predict it? And, as a team leader, make sure that I act upon it properly? So to answer this question, I would like to discuss two models with you. And the first is a very classic model discussing team development, which was developed by Tuckman a while ago already. Tuckman has a model in which he says in order for a team to get into the stage of performance, high performance supposedly, a team gets through different stages. Forming, storming, norming, and performing. Sometimes even a fifth stage is added which is adjourning, when the team is ending, it's dissolving and team members are getting ready to start functioning in other teams again. So let's look, in detail, through the different phases that this model proposes because Tuckman in the end really says that it's a necessity for teams to go through these different stages in order to get to where they are, in fact, a high performing team. Starting with forming. This is the phase in which team members are coming together. People are not really knowing each other yet. People are not really comfortable yet with what it is that they're going to be doing. There's not really processes, procedures all of this is happening and needs to start to get established. This is also the phase where team members are typically nice and polite to each other. People typically don't start off right away making trouble, engaging in conflict. No, they want to get to know each other. They want to get to familiar with the job. And this is really the function of that first stage of forming the team. The second stage, according to this model, is a phase of storming. So this is where the first disagreements, the first conflicts may start to arise. Because people are in fact discussing and negotiating what it is that the team needs to do and how they are going to be discussing it. So this is where you can imagine a lot of process conflict taking place about how the team is working, how are we going to be achieving what it is that we need to do. After that the team should enter a third phase called norming. And this is a phase in which things get more stabilized. So people know each other. They've tested each other out a little bit in the storming phase. And they're establishing rules and procedures and ways of working together. They can be very explicit in terms of agreeing about work, about processes. But they can also be more implicit. This is when we call them norms, which are implicit guidelines about how we're going to do things together. And it is after that, according to Tuckman's model, that a team can enter in a stage of high performance. Things have been talked through, people know what to expect from each other, how each member is going to be contributing to the overall goal and overall task of the team. They have established their guidelines for how to do things together, and then with all of that out of the way, a team can get into a stage of performing. So, what we see in the literature, as I mentioned, this model has been around for a while. So we do see that indeed these phases tend to be happening in teams. But there are primarily true for those types of process that we call relation-oriented processes. So indeed team members need to get to know each other, there maybe initial disagreements, they establish rules and procedures to relate and this in the end helps to perform. But this doesn't count so much for what's researchers call task-related processes or work processes. Those processes or those series of activities that say something about actually the work that is being done and how people approach that. Because, imagine there may be teams that need to perform and that need to work right away. That need to put up with some sort of solution or some sort of action right from the start. And this is also what we see happening. And this is why we need a second model to understand into getting, let's say, a more full picture of what is happening. [MUSIC]