The stages of development in the life of a work team

We have all likely experienced what it means to work in a junior team that has just been formed or to be part of a solid team where everyone rows in the same direction. The feeling is very different, isn’t it? This difference stems from the various levels of team development. Teams go through different stages as they evolve from a group of individuals to a fully cohesive and operational unit.

R.B. Lacoursiere, in his book The Life Cycle of Groups: Theory of Group Development Stages, refers to four stages:

Stage One
The first stage, which Lacoursiere calls FORMING, identified by Ken Blanchard as Orientation, and which we will call RED, is where newly formed teams are enthusiastic and ready to start.

Members are eager to move forward with the work, even if they don’t entirely understand what it entails. Relationships are new, and people are polite, cautious, and optimistic. Members who are new to the team may not know acceptable behaviors, how they fit in with others, or how to align themselves with the group. Common internal thoughts include, “Excited to meet my colleagues! Let’s be kind, friendly, and get along with everyone!”

According to Ken Blanchard’s situational leadership model, in the RED phase, team members are at the M1 stage of development—lacking both the ability and the willingness to perform the task. A directive leadership style, strong and decisive, would be beneficial here.

In Quadrant 1, the leader must give orders, guide, explain, instruct, control, and set realistic, achievable goals and tasks. Leadership in this stage should focus on TASKS rather than RELATIONSHIPS (where emotional dynamics predominate).

This stage requires time for team members to get to know one another and start asking critical questions. Setting a simple, easily achievable goal is recommended. Achieving small initial milestones provides satisfaction to the group and lays the foundation for a strong start.

Stage Two

The second stage, which Lacoursiere calls STORMING, identified by Ken Blanchard as Dissatisfaction, and which we will call BLUE, is where morale dips as a gap emerges between expectations and reality. People who seemed warm and friendly in the initial encounters may no longer appear that way.

In the BLUE phase, continued work tires the team. More assertive members may try to dominate, and conflicts arise, creating discomfort for everyone. At this stage, some teams self-destruct, while others settle into permanent dysfunction.

If we use Ken Blanchard’s situational leadership classification, in the BLUE phase, people would be at stage M2, meaning they have moderate immaturity with gaps in task execution but a willingness to perform it. It would be useful, then, to apply a persuasive and affiliative leadership style.

Being in quadrant 2, the leader should increase their support to team members to help them develop the knowledge and skills related to their roles. Additionally, they would need to explain, supervise, clarify, convince team members, and “sell” the project in which the team is involved. In this quadrant, the leader must stay committed to dialogue, focusing on both RELATIONSHIPS and TASKS at hand.

Conflict, however challenging, should not be ignored. Team members need the opportunity to express themselves freely, even if early attempts are unpleasant. Fight-or-flight reactions are not helpful.

This stage is an excellent time to bring in a team coach. Teams should also begin discussing shared values and meeting processes. Appointing an observer—a team member tasked with ensuring discussions stay on track and helping resolve disputes—can also be beneficial. It’s normal for some members to decide this is not the team for them, and that’s okay.

Stage Three

The third stage, which Lacoursiere calls NORMING, identified by Blanchard as Integration, and which we will call YELLOW, is where teams learn to handle conflict constructively, respect differences, and start increasing both morale and productivity.

In the YELLOW phase, meetings become enjoyable and eagerly anticipated. Members begin to think in terms of “we” instead of “I.” Groupthink may develop, leading to conformity. Members may shy away from expressing important opinions to maintain harmony.

If we use Ken Blanchard’s situational leadership classification, in the YELLOW phase, people would be at stage M3, meaning they have moderate maturity, generally capable of carrying out a task but with variable commitment, including members who may feel insecure or unmotivated. It would be useful, then, to apply a participative and collaborative leadership style.

Being in quadrant 3, the leader should foster participation and responsibility among team members, provide guidance, share ideas, and facilitate decision-making. In this quadrant, the leader’s behavior should focus primarily on RELATIONSHIPS by supporting team members, while only occasionally focusing on TASKS.

At this stage, group leadership can begin to be shared, even in the absence of the formal leader in some meetings, allowing the group to find its own voice.

This is the moment when it is necessary to follow up on the actions launched in the blue phase with a team coach. Without a coach, it is recommended to establish the habit of evaluation, where each member is asked to rate an issue from 1 to 10, explain their rating, and suggest how it could be improved by 2 points. A team will never move beyond this period unless team members take the initiative to carry out these actions themselves, without the leader’s intervention.

Stage Four

The fourth stage, which Lacoursiere calls PERFORMING, identified by Blanchard as Production, and which we will call GREEN, is the reward phase, where morale and productivity are high. There is a sense of pride and excitement about being part of something significant.

Openness and honesty underpin relationships, with decisions based on a routine of dialogue and debate. The team operates at peak performance, drawing strength from one another while reciprocating that strength. Ambitious goals are set and achieved.

If we use Ken Blanchard’s situational leadership classification, in the GREEN phase, people would be at the M4 stage, meaning they would have a high level of maturity, being fully capable of carrying out tasks and willing or confident in their execution. It would then be useful to apply a democratic and delegative leadership style.

Being in quadrant 4, the leader should delegate decision-making and its implementation to team members, observe, and support the team’s autonomous functioning. Therefore, in this quadrant, the leader’s behavior would not be focused on either RELATIONSHIPS or TASKS, as the members would not require support or direction. Formal leadership would dissolve and be entirely shared among team members.

At this stage, beware of boredom. Challenge the team with new objectives and mission redesigns. Team members may leave or new ones join, potentially moving the team back one or two stages of development.

What color is your team? Would you like to take your team to the next level of development?

If you want to understand your team’s development stage and advance to the next one, book a free initial online consultation with me.