Stages of development of the collective

Different researchers distinguish different stages of development of the collective, give them different names, but are generally accepted 5 main stages of development of the work collective. We will give a brief description of each of the stages.

Stage one. Lapping. The new collective consists of still unfamiliaramong themselves people. Gradually, they get to know each other more closely, adapt in the circle of other employees, begin to build relationships (both business and personal). At this stage of the development of the collective the first sympathies and antipathies are formed.

Usually at this stage the team seems to be united, but this is the so-called pseudo-solidarity. True cohesion is not yet and can not be- employees do not know enough about each other. They carefully study their colleagues, identify possible supporters and opponents. At this stage, there is little sincerity in the relationship, and the organization of the collective is fictitious. Employees do not yet know how to listen to each other, discuss goals and methods of work, carry out creative teamwork.

Stage two. Middle battle (palace coups). Having studied each other, some members of the collectivebegin to struggle for leadership, seeking to take a dominant position. Very often the collective splits into groups (clans). Employees are no longer afraid to express disagreement openly, and personal relationships are given more attention. At this stage of development of the team, the strengths and weaknesses of its members become apparent. Gradually, the struggle gives way to discussing ways to reach agreement, and the relationship in the team begins to improve.

The third stage. Experimentation (effectiveness). At this stage of development, the team is increasingits potential, and employees have to look for ways to use available resources and opportunities in the best possible way. At this stage, the team can work unevenly, "jump", but thanks to energy, interest and willingness to experiment members of the team can re-evaluate working methods, improve performance and achieve high results.

Stage four. Efficiency. Acquiring sufficient experience in jointefficient use of resources and problem solving, the members of the collective start to be proud of their belonging to it. In group work, emphasis is placed on clarifying tasks and rational use of temporary resources.

The fifth stage. Maturity (mastery). This is the highest stage of development of the team, duringwhich establishes strong ties between its members, and the main criterion for the acceptance and evaluation of employees is dignity, not a claim. The collective is sufficiently united and shows good results, interpersonal relations in it are quite informal.

If the working conditions change (reorganizationfirms, the introduction of new technologies), and the team does not adapt to them, preferring to keep the old methods of work that do not correspond to new trends, can come "Old age" and "death" of the collective.

How can a leader know the stagesdevelopment team? First of all, it helps to predict the behavior of employees and build work so that it is effective at a particular stage. The further the collective entered in its development, the more it can be given freedom. An effective leader should be able to set goals at each stage of the team's development, anticipating the next stage.

The goals set by the manager should beclear - a specific common goal unites team members. And at each stage of development of the team goals should be achievable - you can not immediately put a high bar. A successfully achieved goal strengthens the confidence of the members of the collective and prepares the ground for new successes. The same goes for the work schedule - at each stage it must be real.

Since at the initial stages of the development of the team its participants do not yet know each other very well and do not trust colleagues in particular, the leader should To encourage honesty and openness in the team. To win the trust of employees, one should consult with them and delegate authority to subordinates.

An effective leader should use his knowledge wisely about the stages of development of the team and not just "go with the flow", knowing what awaits him. Important have a clear perspective on the formation of the team, regularly analyze the development process of the team and use the individual advantages of all employees for the best achievement of the common goal.