Team Development and Theories

Forming: This is the initial creation of the team, during which team members get to know each other and start to understand the task at hand. There is usually a high dependence on the team leader at this stage.
Storming: This stage is marked by conflicts and disagreements as team members vie for position and voice their opinions about both the task and how the team should function. This stage is necessary for the growth of the team.
Norming: Gradually, a sense of cohesion is established, as the team agrees on rules, values and operational guidelines. Team members begin to appreciate each other’s strengths and support one another.
Performing: The team is fully functional and works towards reaching the team’s goals. The team members have established their roles, trust and depend on each other, and work towards a common goal.
Adjourning (or Mourning): This is the dissolution phase which occurs once the project has been completed. It can also involve reflecting on what’s been achieved and learned, and some members may experience a sense of loss.

Bruce Tuckman’s theory of team development describes a five-stage process: Forming, Storming, Norming, Performing, and Adjourning (or Mourning).
Especially in the context of Uniformed Protective Services, it’s crucial that team members rapidly progress through these stages to reach the performing stage where they can respond effectively to emergency situations.

Meredith Belbin proposed a model that describes nine different team roles: Plant, Resource Investigator, Co-ordinator, Shaper, Monitor Evaluator, Teamworker, Implementer, Completer Finisher, and Specialist.
Each of these roles represents a particular set of behaviours and skills that contribute to good team performance. Understanding these different roles can help in formulating balanced teams and improving team performance.

The Johari Window Model is a tool for enhancing self-awareness and mutual understanding between individuals within a team.
It has four quadrants labelled Open, Hidden, Blind, and Unknown which represent what you know about yourself, what you don’t know about yourself, what others know about you, and what neither you nor others know respectively.
By sharing and receiving feedback within the team, members can minimise their ‘blind’ areas and develop their potential, thereby becoming more effective team members.

Shared mental models refers to the common understanding and knowledge that team members have about their task and their team.
In Protective Services, it particularly matters that all team members are on the same page in terms of procedures, objectives, and their understanding of the situation. This enables the team to function well, particularly in pressured and complex situations.

The Situational Leadership Model advises leaders to change their leadership style based on the situation and the individuals being led.
The model proposes four leadership styles: Directing, Coaching, Supporting, and Delegating. Choosing the right style can significantly improve team performance and productivity.
Few would dispute that a flexible and adaptive leadership style is crucial in the challenging and varied contexts that uniformed protective services operate in.