What are the Four Stages of Cross-Functional Teams?
The four stages of cross-functional teams are:
Forming
Storming
Norming
Performing
Some management gurus say there is even a fifth stage, mourning.
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The first stage is forming, during which you need to finalize the team’s mission and work with team members to get agreement about what is acceptable team behavior. While there may be some disagreements over leadership and team governance, you can expect most differences to focus on the team mission.
The second stage—storming—is the phase in which you can expect conflicts to arise among members. As ideas are shared and action plans are developed, proprietary feelings will arise about people’s ideas and turf. Aware of such problems’ likelihood, you should attempt to exert greater control during this phase of the team process. Knowledgeable about which members bring sensitive egos to the group, you also are more likely to be more responsive to member needs for recognition. Thus this stage isn’t traumatic for team members.
During the third phase—norming—you can expect group members to really get down to business. They will take on informal roles as well as formal assignments. For instance, one member may emerge as an organizational leader, skilled at determining what needs to get done and when, and able to get everyone pulling in the right direction. Another member might emerge as a writer-reporter, not only keeping the group’s minutes but also taking on a major role in the writing of the final group report. Many members prove themselves to be quiet followers, and you know that a key responsibility to these team members is to provide a supportive environment in which they will feel comfortable sharing their ideas and opinions.
As members play to each other’s strengths and work in concert, a cross-functional team enters the fourth and final phase of team management—performing. This phase ends in completion of the team project.
Some management gurus talk about a fifth phase—mourning—as team members separate and focus fully, again, on their full-time jobs. If the team’s project was exciting and very successful, some team members will find its end as stressful as its beginning.
Sustaining ties with members and keeping them informed of progress toward completion of action plans set by the group will make the mourning period easier on these individuals.