Implementing Lean and Six Sigma requires strong leadership and support and bringing people together into fully functioning teams. Bruce Tuckman, a psychological researcher who researched group dynamics theory, has identified four helpful team development stages to understand when embarking on process improvement efforts involving teams.
The four stages identified by Tuckman are:
- Forming: This is the "honeymoon" period, during which team members may feel excited or optimistic about new goals. It is usual for team members to be on "best behavior" to gain acceptance within the group. Team members rely heavily on the team leaders during this phase. The team leaders must be very involved and provide guidance and structure to set a good foundation for the team's ultimate success.
- Storming: During this phase, team members become more comfortable and challenge the team's "status quo." The team may begin to realize the work that lies ahead, and some may feel overwhelmed. This is the most challenging phase for the team to work through. Members may resist change, cling to opinions, or engage in unnecessary arguments. Team leaders need discipline, good communication, and leadership skills to help guide the team through this phase.
- Norming: The norming phase is marked by developing a sense of team cohesion. Team members commit to the project and are willing to invest time and energy in data collection and analysis. Team members accept each other and develop more effective strategies to deal with conflicts. Norming is encouraged by routine, team-building events, and regularly scheduled meetings. This stage may mark the impact of the so-called "Hawthorne effect." Leaders must remain attentive to group development to help members transition to higher functioning stages without regressing to forming and storming behaviors.
- Performing: This is the "pay off" phase. By now, the group has developed relationships and purpose, becoming more effective and focused on its tasks. As synergy develops between team members, the team leaders can take a less active role and begin to delegate. Though this may be the most productive team phase, conflicts may resurface from the storming phase. Thus, the four phases can cycle, or team members may be storming with some members while in a performing state with others. The team leader must know team dynamics throughout the project and work to return the team to a more productive norming and performing state.
The ultimate success of any Lean or Six Sigma improvement project rests on employee buy-in and an understanding of the value of Lean and Six Sigma to the organization and customers. Therefore, managers and others involved in leading improvement teams must be adept communicators and demonstrate high emotional intelligence to build and sustain teams.
