Together But Afar: When Teams Fall Apart

More frequently than we’d like to admit, teams fall apart – prematurely or otherwise. As William Butler Yeats’s poem suggests and Chinua Achebe further emphasized in his famous novel, “Things Fall Apart When The Centre Cannot Hold.” In this context, the “centre” refers to the purpose of existence. When “purpose” is unknown, undefined, or disregarded, there will always be ABnormalUSE or MISguidedUSE.

By definition, a team is “a group of individuals (human or non-human) working together to achieve a common goal” (Wikipedia). Professor Leigh Thompson of the Kellogg School of Management defines a team as “a group of people who are interdependent… who seek to combine their efforts to achieve a common goal.”

It’s important to note that a group of people is not automatically a team unless they share and pursue a common goal. That is the essence of every type of alliance, whether a partnership, relationship, or friendship. All fall into one of two categories:

1. A team: Two or more individuals working towards a shared purpose that defines their success or failure.
2. A group: Individuals in close proximity but lacking a unified goal or shared purpose.

Therefore, any team’s success lies in its purpose, and importantly, no team can function with just one person. It takes more than one to make it work.

So, why do teams fall apart? Let’s take a simple and insightful dive.

Throughout my extensive career as a Human Resources professional, working with teams—whether functional, cross-functional, self-managed, or virtual – was an integral part of the job. It’s nearly impossible to discuss organizational success without delving into team dynamics. One of the most effective and widely applied frameworks for understanding how teams evolve is Bruce Tuckman’s renowned model of team development. I would argue that Tuckman’s stages are not only applicable to organizational teams but extend to every type of alliance or partnership – what I like to call the various “-ships” of life.

Here’s my take on the five phases of Bruce Tuckman’s globally recognized team dynamics.

Stage One: FORM (The Honeymoon Phase)

Imagine this: boy meets girl, or vice versa. They like each other based on initial impressions – what they see, hear, or experience. They’re both excited, maybe one more than the other, but they believe it’s a great idea or “not-so-bad” to “get serious.”

Now, apply this to business partnerships or focus groups: same concept, different context (minus the romance). Two or more parties see potential in allying and decide to form a team with a common goal in mind. To make it work, they must ask critical questions:

• Why are we allying?
• What do we want to achieve?
• How do we plan to achieve it?
• What are our shared values?
• What is our sustainability plan?

If there’s no clear understanding or agreement on the purpose or cause, there should be no connection. But if the answers align, congratulations! Tie up the partnership already; the celebration awaits.

In professional teams, this stage is when team members are excited, full of enthusiasm, and eager to collaborate. Everyone brings energy and ideas to the table. However, if there’s no clear definition of the team’s shared goals or values, the next stage will pose insurmountable. 

Stage Two: STORM (The Conflict Phase)

This is the most challenging phase, often marked by conflicts—clashing ideas, beliefs, cultures, and personalities. In the boy-meets-girl scenario, this is when they realize their differences: the girl discovers the boy’s penchant for staying out late with friends, and he notices her six-speed gearbox of mood swings. Reality sets in, and it’s no longer all “pancakes, syrups, and cherries.”

In the business world, this stage happens when team members realize that their working styles, priorities, or expectations differ. The team faces its first major challenge: Will they CHANGE and adapt for the greater good, or will they REMAIN THE SAME?

The storm phase can derail a team if conflicts are not addressed constructively. Miscommunication and misunderstandings lead to trust issues, and members start questioning whether this is what they signed up for. A conflict of perspectives intensifies and turns around to become a conflict of personalities. If the team must navigate through this phase to survive, intentionally resolve conflicts and adjust, it’s critical to revisit the team’s purpose and resolve differences with open communication and compromise.

Stage Three: NORM (The Adjustment Phase)

If the team can weather the storm, they reach a norming phase, where members start to understand and appreciate each other’s differences. They realize that a team is made up of individuals with diverse skills, perspectives, and personalities.

This stage is about compromise, empathy, and flexibility. Team members work together more harmoniously, finding ways to leverage each other’s strengths while addressing weaknesses. For example, in a corporate setting, teams may implement feedback loops or regular check-ins to ensure alignment. Collaboration improves as everyone refocuses on the common goal.

This phase reaffirms that the team’s purpose is stronger than the individual differences, and it opens the door for true collaboration. Like sandpaper smoothing out rough edges, teams that adapt to each other’s quirks eventually become a cohesive unit.

Stage Four: PERFORM (The High-Functioning Phase)

Once the team has reached this stage, they’ve entered cruise mode. The team operates like a well-oiled machine. They’ve found their rhythm, and with clear alignment on goals, roles, and expectations, they are now productive and efficient. Challenges still arise, but the team knows how to handle them together.

In business settings, this is when teams achieve their highest potential – meeting or exceeding goals, solving problems with ease, and fostering a culture of collaboration. In relationships, this is where both parties are in sync, understanding each other’s needs and working as a unit.

A high-performing team knows that success is not an accident. Because “The TEAM is ONE in thought, purpose and action”, NOTHING that they desire to achieve together will be IMPOSSIBLE. They continue to review, refine, and realign their efforts to ensure they are working towards the common goal.

Stage Five: ADJOURN (The Disband Phase)

If no one changes or makes an effort to adapt, the team enters a stagnation phase. The focus shifts from the common goal to individual grievances – “I don’t feel heard!”… “This isn’t what I signed up for!”… “I can’t trust you!” Personal emotions take over, and collaboration suffers.

At this point, the team risks disbanding if the issues aren’t addressed. In relationships, friendships, or professional alliances, when individuals hold onto their ego or personal perspectives, without considering the greater team vision, the group begins to drift apart. Stagnation can result in estrangement or, in some cases, a formal disbanding of the team. Shipwrecked at sea and a rude awakening to the view of just sky and sea, the parties must now choose between two options – Swim or Sink!

What Stage is Your Team In?

Whether it’s a relationship, a business partnership, or any other ‘-ship,’ take a moment to consider what stage your team is in. Are you navigating a storm or cruising in sync? The key to team success lies in revisiting the purpose and making intentional efforts to adjust and collaborate. After all, the risk of investing in people is always worth the reward. Equally rewarding is investing in yourself.

One of the most important ways to resolve conflict within teams is through effective communication – not just the semantics and diction, but the entire spectrum of key factors that drive communication behaviour. If you want to be a strong team player and contribute significantly to the success of any team you’re a part of, mastering the art, science, and behaviour of communication is essential.

Start your journey NOW to becoming a Compelling Communicator!

Cheers,

StephREDD