New team dramas? Some thoughts on settling the system

As a leader, you know that building a strong team is crucial for success.

Teams go through different stages of development, and Tuckman’s "storming" phase can be particularly challenging. In this phase, team members may struggle with power dynamics, communication, and differing expectations.

This is where systems and constellations theories come in. By understanding the concepts of "place," "time," and "balance of exchange," you can help your team move through the storming phase and into norming and performing more smoothly.

First, let's briefly review Tuckman’s four stages of team development:

1. Forming: This is the initial stage, where team members get to know each other and define their goals.

2. Storming: This is the stage where conflict arises as team members compete for roles and authority.

3. Norming: In this stage, the team finds ways to work together and establishes norms and expectations.

4. Performing: This is the final stage, where the team is highly functional and focused on achieving its goals.

In systems and constellations theories, "place" refers to a person's position in a system or organisation. When people feel like they don't have a place, they may feel disconnected and unmotivated. For example, an employee who doesn't feel like they fit in with the team may struggle to engage with their work and contribute effectively. This can cause dysfunction in the system.

"Time" refers to the amount of time a person has been in a role or organisation. When tenure is not respected, it can lead to feelings of resentment and mistrust. In the storming phase, this may look like an employee who is newer to the organisation leading the team without appropriately acknowledging the work of those who were there first. The tenured employees may feel undervalued and unappreciated, never good for moving into a healthy, settled “norming” stage.

Finally, "balance of exchange" refers to the equitable exchange of value in relationships. When this balance is off, it can lead to feelings of resentment and mistrust. For example, if a team member feels like they are doing more work than their colleagues but receiving the same recognition, they may feel resentful and undervalued. Interestingly, those given more than they are willing to receive, perhaps by a new boss eager to be seen as generous, can also feel burdened. Either situation can cause problems in the team.

So what to do? Using these two frameworks as a lens can help you diagnose what might be going on in your team. Let's explore a few practical tips you can use to help your team navigate the storming phase:

1. Clarify roles and expectations

Make sure each team member understands, and is welcomed into, their role and responsibilities, as well as the expectations for the team as a whole. This will help settle place and balance of exchange, and avoid misunderstandings and conflicts.

2. Create opportunities for open communication

Encourage team members to share their perspectives and concerns openly and honestly. Statements demonstrating respect for place, time and exchange really help settle the system, building trust and understanding.

3. Recognise and value different strengths and perspectives

Make sure each team member feels valued for their unique contributions and strengths. This will help create a sense of belonging and motivation.

Moving through the storming phase and into a high-performing state takes time and effort, but the results are worth it.

Let me know how you go!

Until next week,

Take care of yourself and others,
Madeleine

PS If you’d like to work with me as you lead a new team, let me know. Send me a message to enquire, and please share with anyone you think may benefit

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