Work
Teams
 An
outstanding example of work teams were the American bomber crews
of World War II. A B-17 or B-24 carried ten men,
each with a vital specialty. The team had an official mission each
day they flew: bomb a specific target. They also had an unofficial
goal: survive for 25 missions. These dual missions were powerful
motivators.
Most
bomber crews were heterogeneous with men from every part of the
country, varied educational background, and different personality
types. The common denominator was age: they were all very young.
The
Army Air Force recognized the value of teamwork. Before combat,
bomber teams trained together for more than a year. They
lived together, ate together and worked together.
Military formalities in the AAF were notoriously relaxed and
egalitarian. While the pilot was officially in command, a wise
pilot (and there were many young and wise pilots) listened to his
crew.
The
story of these bomber crews illustrates essential points about
work teams: work teams need a Mission;
work teams need personal bonding;
work teams need time;
work teams need training.
Stages
of Team Development
Self-Directed
Work Teams develop in four stages: Forming, Storming, Norming, and
Performing. It is management's task to provide
training, coaching, and an environment that promotes progression
through these stages.
Forming
 This
beginning stage lasts a few days or weeks. People think about
their new tasks and new environment. Members plan their work and
their new roles. Emotions are positive. The work team should
also learn about team processes in preparation for rough times
ahead. They need to learn the rudiments of conflict resolution,
communication, time management, and group decision-making.
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Storming
 The
anticipation and enthusiasm of the forming stage quickly falls
away as the team faces a myriad of technical, interpersonal and
social problems. They fight and argue. People feel frustration,
resentment, and anger as problems fester and work goes
undone.
Managers
also experience frustration and are tempted to intervene. Members
are on an emotional roller coaster from elation to depression and
back again. The situation seems bleak. With proper training and
support, the Storming period may last 1-2 months. Without training
and support, the team may not progress.
Conflict
has a bad reputation. But, conflict is
normal, natural, and even necessary. Handled well
it builds skill and confidence as the team enters the Norming
Stage.
Norming
Here,
the team works through individual and social issues. They
establish their own norms of behavior. Members begin to trust each
other.
 As
the team develops interpersonal skills, it also hones other
skills. Members become increasingly adept at problem solving. They
cross-train and learn new job skills. They manage their time and
their quality with growing competence, confidence, and
independence. The Norming stage usually is 4-12 months.
Performing
 Now
things begin to click. Members help each other, conflict is
de-personalized, problems are solved and successive goals achieved
and exceeded. Satisfaction and pride
become the dominant emotions. The team takes pride
in their work, pride in their accomplishments, and pride in their
team. Individuals take pride in their membership.
Work
Teams are powerful motivators. The remarkable accomplishments of
the Allied airmen testify to this. Your organization can also
benefit from these phenomena. But it takes effort, training, and
patience.
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