In a team, a group of persons with different competences perform interdependent tasks to work towards the realisation of a common mission or a specific goal, with an interconnection of functions and mutual support.

The main purpose, mission or goal is known and understood by all team members and internal communication is open, direct and fair. In addition, there is leadership in the team, eventually also of a diffuse leadership.

The work of the team is regularly reviewed and, if necessary, revised in relation to the achievement of the set objectives.

The organisational structure of the team 

The relationships between activities, leadership and team members are defined by the team’s organisational structure, which varies according to the goals to be achieved and the relational dynamics to be developed.

The team has adequate resources available to perform its function, including skills, tools, facilities and budget.

The synergy that a team develops enables it to perform its functions with added value that is greater than the sum of its parts. 

In the life of a team – to varying degrees depending on cases, people and contexts – several characteristic phases may alternate:
1. Team formation phase
2. Storm phase
3. Normalisation phase
4. Execution phase

Team formation phase

During this – usually initial – phase, the team members are generally cautious, guarded, questioning. Situations of disagreement are kept low and inconspicuous. Being in a mutual learning phase, the team does not yet have its own identity and its members still make little investment in the group.
Finally, what is expected of the team members and what is acceptable to the team members is observed.

Storm phase

After the initial phase in which people study and observe each other, a phase may follow in which conflict occurs.
In this intermediate phase, work is still discontinuous and unproductive. High levels of frustration and/or confusion may occur and pairs and cliques form.
However, this is also the phase in which the development of the team’s identity, purpose and interest begins, in which people take risks and get to know each other.

Normalisation phase

After the possible initial ups and downs due to mutual acquaintance, a normalisation phase of the team follows, in which goals, roles and relationships are developed. Once initial conflicts are resolved, differences in people (potential for the team) are learnt and appreciated.
The conflicts that arise in this phase are more related to problems than to people.
Communication is open and clear and a sense of belonging develops.
Progress begins to be made and work becomes enjoyable.

Execution phase

In this phase the team has developed an identity, a sense of belonging and has learnt to value differences. The team then acts on common goals with synergy, good morale and high productivity.
Team members look out for each other’s interests and spontaneous, collaborative efforts are recorded.
All relevant information is shared.
Conflict is frequent, but leads to problem solving.