Shulou(Shulou.com)06/03 Report--

1 budding stage

The Forming stage is like a seedling breaking out of the ground, weak but full of hope. At this time, team members have just come into contact with the purpose of the team and are likely to have just got to know each other. In the school environment, some students just rush to join a team, not because they agree with the team's goals, but because they agree with the team's goals. (this team has Daniel, I can do less; other teams are full, that's all that's left; if you usually mix with each other, join it; there are girls in this team, I want to join! ). The team's goal has only been heard of, but there is no real agreement. The team lacks a clear leader, and team members rely very much on the guidance of the leader. Other features:

(1) the roles and responsibilities of individuals are not clear, and the procedures for doing things are often ignored.

(2) at this time, everyone is polite and communicate a lot, and everyone often wants to be accepted by other teammates, trying to avoid conflicts and challenging views. Team members are consciously or unconsciously probing the way and tolerance of their peers and leaders.

(3) members are also thinking about how big the task is and how to accomplish it.

(4) everyone is busy adapting to the environment, team structure, role, daily process, etc. It is for these reasons that serious problems may not be raised for discussion in a timely manner. Important things can't really be solved.

(5) start all kinds of discussions. Members have a lot of views on the organizational structure and a lot of discussion about the difficulties in accomplishing the task, but they have not focused their attention on solving the problem. By this time, some people were already impatient with too many discussions.

Reason: everyone is from all over the world, the project is still in its infancy, and everyone's abilities / weaknesses have not been reflected.

During this period, leaders have to answer a lot of questions: what we should do, how to do it, how to be successful, what kind of relationship with other teams, and so on. As there are many wastes waiting for development, there is not much time for detailed discussion and a consensus has been reached, so it is necessary to quickly cut through the confusion and decide on some important issues.

The most important thing at this stage is to give members a clear understanding of the team's goals. The correct goal setting should start with the final goal of the whole team, and then decompose the final goal into a series of interrelated and easy-to-operate short-term goals with the participation of members.

2 running-in stage

The Storming is like a person's adolescence, full of doubts and conflicts about individuals, peers and teams.

The rapport in the team can only last for a short period of time, and everyone has to face the problem seriously and discuss it. As the discussion goes on, some people will lose their cool, and small differences of opinion and conflicts will arise. These conflicts are not necessarily technical problems, but may be about roles, responsibilities, relationships, or even conflicts of their respective personalities and cultures.

At this point, there will be competition among members, and many people want to be "owners" in a certain field (in a software project, who is responsible for which aspect, how to do each aspect, etc.). At the same time, there are some people who challenge in different ways. There may be small groups and even power struggles.

Some people focus on solving problems, some like to "fight with others, it's a lot of fun," and some people want to go back to the original stage of harmony. The result of the conflict is that some people feel that they have "won" and vice versa. No matter how everyone wins or loses, everyone wants to avoid conflicts in terms of system and process.

Sometimes even if we have the same argument, there is still an argument (because people want to fully express themselves). Rumors and misunderstandings are most likely to occur during this period.

Reason: at this stage, team members gradually become familiar with and adapt to the way the team works, and determine the value of their existence. At this stage, contradictions will emerge one after another, including the contradictions among team members, the differences between project vision and members' understanding, the contradiction between personal habits and corporate culture, and the contradiction between personal value orientation and corporate rules.

What will the leader do?

At this time, it is best to fully expose contradictions and differences, make all kinds of conflicts public, and learn to listen, understand and adjust. At this stage, sometimes you have to compromise to move the project forward (there is no time to convince everyone to get the best results).

Leaders mainly adopt the way of guidance to guide members to find correct ways to deal with problems.

A positive and open flow of information is the best way to dispel rumors and misunderstandings. In the absence of adequate information exchange platforms (such as SharePoint servers, open email groups, open project schedules), members will be suspicious of each other. Leaders must make clear rules that require full communication across the company and inform team members that information is not allowed to stay within small teams.

At this stage, leaders will find some characteristics of members and should be treated differently, such as:

(1) for members with strong technical capabilities and recognized through practical work, they should be encouraged to play more technical leadership roles.

(2) members who often disagree, act independently and seem to be a drag on the team should not be judged at this time. In fact, they are probably good employees, but they just do not know the appropriate way to express their opinions and do not know how to convince others. They should be encouraged to find ways to co-exist and work with the team.

(3) although some members can cope with their own work, they do not like to discuss and share their experiences, and they do not seem to have higher requirements. For this type of people, they should be allowed to work with more confident and positive colleagues, give them more demanding jobs, and let challenging jobs stimulate their enthusiasm.

(4) some members show poor skills in practical work and are not competent for the job. For such members, consider arranging what they can do and adjust their position in the team so that they can make the best use of them.

At this stage, the team will also discuss the input of each member and the issue of performance evaluation. To be able to discuss and agree openly on this issue is an important symbol for a team to get through the running-in stage.

For a team that has been in this stage for a long time, its self-confidence will decline, and there will be the phenomenon of disorderly medical treatment for a long time. What development method do we use, this model or that model? Wait. Just like a national football team constantly changing its playing style and style, one moment is parallel position, the other is double waist, sometimes too conservative, sometimes too aggressive, sometimes learning from Europe, sometimes learning from South America, changing coaches like horse lanterns, and finally being unable to find the north and become a laughingstock.

2.5 break-up stage

Some teams cannot pass the threshold of running-in and degenerate to the "break-up stage"-some "teams" that exist in name only have one or two people left to work, others are just playing soy sauce, and complain that other partners don't take them seriously. Are these situations very common in our student programs?

3Standardization stage

After graduating from the running-in phase and entering the Norming phase, the members realized that it was useless to quarrel and that they still had to work together. The members agreed on many things. Roles and responsibilities are clearly defined. The team has also conducted interesting team-building activities.

The teams of this period have the following characteristics:

(1) the team openly discusses the process and the way it works. The leader of the team is widely respected, and other members also share some leadership responsibilities.

(2) with the development of the project and the interaction of members, some written or unwritten rules have been gradually established.

(3) as a whole, the team is more clear about what to do and what not to do. The team set more realistic goals and resolutions.

(4) through listening and discussion, members get to know each other better, recognize and appreciate their respective abilities and experiences.

(5) support each other at work and be willing to abandon their inherent ideas.

(6) discussions among members are more friendly, and people are aware of and respect their personalities.

(7) they have a stronger collective consciousness and have a common goal.

At this stage, leaders mainly play the role of facilitator and motivator, coordinate the contradictions and competitive relations between members, and establish a smooth cooperation model.

Note that everything is not all right when the team enters the specification phase. Experience has shown that in many cases the team will move from the specification stage to the running-in stage, or hover between the two phases. Team members have to work hard to keep the team at this stage, and they also have to resist external pressure so as not to split the team or return to the running-in stage.

In addition, if a person has just joined a team with a certain history, you should pay attention to understand what the team's "Norm" is and do as the Romans do. As the Western proverb goes-When in Rome,do as the Romans do.

4Creative stage

After a period of budding, running-in, and regulation, the team can finally create something meaningful-the Performing. Of course, not all teams can reach this stage.

The phenomena at this stage are:

(1) the team knows what to fight for and has a common vision.

(2) the team's attention is focused on how to create and achieve goals.

(3) a high degree of autonomy. No longer need the constant instruction and intervention of leaders.

(4) dissenting opinions will still occur, but the members will resolve them with a positive attitude and way. Team members support and depend on each other while maintaining their flexibility.

(5) all people know each other better and trust each other at the same time, and individuals are free to work independently.

(6) roles and responsibilities can be changed naturally according to the requirements of the project, and no one worries or complains about it. Under such circumstances, everyone can devote most of their energy to their work. Team morale is high.

(7) improve your behavior for the benefit of the group-such as learning new technologies and doing better self-code review.

(8) conflicts can be avoided and conflicts can be resolved when conflicts occur.

At this stage, leaders should practice the principle of "full authorization", appoint competent personnel to solve problems and inspect them on a regular basis. The experience and lessons in the "running-in" phase make us understand a lot of truth, and the process formed in the "specification" phase enables the team to work efficiently.

During the creative phase, the team relied less on their superiors. Members encourage each other, actively put forward their own opinions and suggestions, and also give positive comments and rapid feedback on the opinions and suggestions put forward by others.

At this time, the efficiency of the team has reached its peak, and the most important thing at this time is not to resolve the contradictions between team members, nor to clarify the responsibilities and tasks of each member, but to establish an evaluation system that combines team performance with individual performance. maximize the enthusiasm of team members.

The team at this stage has one characteristic: they generally don't care about or argue about the "methodology"-whether we are a waterfall model, an improved spiral model, or a super agile model. We are CMM level 2 or level 3. Methodology is as natural to them as water is to fish. A practical example is that many Microsoft employees don't know what MSF is.

Of course, the danger must also be recognized at this time. Good teams sometimes become conceited and complacent, which will lead to their decline. Team members feel too good about themselves, and too much closeness can also lead to excessive self-interest, resulting in reduced output and arrogance.

[1] author's note: when I gave a lecture on MSF in 2002, I specially studied the manual of MSF, because I had never heard of MSF as a developer on the Microsoft team. Then it dawned on me-Oh, the method developed by Microsoft is called MSF.

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