While a group goes through the stages of team development, individuals may stay in the conflict period for a long time, which negatively affects productivity. A project manager should use leadership skills to resolve interpersonal issues and create a cohesive environment for others. The stage of “storming” is defined by clashing ideologies, motivations, and habits among coworkers. As people get more comfortable in their surroundings, they also show their preferences and dislikes to one another. In this case, it is vital to encourage open dialogue and feedback. Such skills as active listening and communication can help a leader to build trust between colleagues and create a safe environment.
Although the “storming” phase appears to be a negative period of group formation, it is vital to the process and the final result. Therefore, a leader should allow for some “storming” to occur – conflicts can be productive, leading to a fruitful and mutually beneficial resolution. However, it is also vital to employ empathy and feedback to analyze each instance of friction and determine whether it will lead to positive change. While some events may be resolved without intervention, others require the project manager’s attention. Moreover, critical thinking is essential in reviewing each team member’s individual opinion.
Finally, a leader should approach the “storming” stage creatively, allowing employees to review the existing values and norms. Conflicts are based on emotional responses and behavioral differences (Jones, 2019). Thus, the revaluation of the currently established systems may reveal inconsistencies between what team members want to do and how they are expected to do it. By giving others creative freedom and inviting participation, the project manager can inspire innovation and move the team into the “norming” phase, where comfort and openness become the new standard.
Reference
Jones, D. (2019). The Tuckman’s model implementation, effect, and analysis & the new development of Jones LSI model on a small group. Journal of Management, 6(4), 23-28.