Aim The aim of this session is to identify Storming,forming,norming,performi ng, dorming, re-forming and adjourning

Leadership in Sport Identifying the task and how to accomplish it. Deciding what is acceptable group behaviour and how to handle group conflict Deciding what information needs to be gathered to tackle the task Abstract conceptual discussions or some members' impatience with these discussions No clear focus on task or problem as evidenced by irrelevant discussions Complaining about organisational problems and barriers to accomplishing the task instead of focusing on the task.

Storming Arguing among group members, even if they agree on the issues Choosing sides within the group, bids for power, drawing divisional lines Tension, jealousy, lack of unity, and a perceived hierarchy Establishing unobtainable goals, increased concerns about too much work to be done.

Norming Conflict avoidance in an attempt to promote harmony Friendlier discussions on a more personal level, more discussions about the dynamics of the group, begin to confide in one another More of a sense of group cohesion and esprit, more commonality of goals Establishing and maintaining realistic group parameters for behaviour and performance Organising how team will sanction trangressors

Performing Constructively changing one's self-- actually changing for the betterment of the group. Ability to avoid group conflict and, should conflict arise, being able to work through it. Much closer identity with the group, understanding each other's strengths and weaknesses.

Dorming Hard to continually improve performance Team can reach a plateau Having consolidated increase performance again Hold the current position consciously (Mayo) Performance reduces as team build confidence and take control

Adjourning Recognition that the job/task is coming to an end Team can start to loose interest Loyalties now to the team At the end of the task the team can stay together

Application of theory Once they have an established way of operating then the time taken between storming and norming can be very short. At the same time it is important to recognise that:

After storming the team sets its own norms (rules) These ‘rules’ are likely to be followed because these become a potential part of the team’s norms. Application of theory

Once the team have fully adopted a rule then they take ownership of it and protect it as part of their belief system/culture. The important question for managers to ask is when this cycle of events takes place does the outcome support the task (Adair) the team was set up for?

Application of Theory If not, then the outcome can be resistance as the team starts to develop for its own sake rather than the task in hand Managers should be very aware of this process and develop strategies to intervene.