The team becomes more comfortable with each other and begins to question the team's charge and how it is going about
its work. Some members may become impatient about the lack of progress and start arguments about the actions the team
should take. The members try to rely solely on their individual and professional experience, resisting collaboration with
other team members. Personal agendas may drive member participation, and members push their own ideas regarding task
definition and resolution. During this phase, members question the wisdom of those who selected this project and appointed
the other members of the team. The members may argue, even if they agree, and this phase may be marked by members
choosing sides within the group, making bids for power and drawing divisional lines.

Tool: Conflict Management

Teams that do not go through storming are thought never to norm or perform well as a team. Managing disagreements and
conflicts effectively is a critical tool for progressing through this stage.

Sources of problems that Present Conflict
Scheduling time; location; distance - team members not co-located; interruptions;
disparity in availability, conflicting commitments
Goals varying levels of commitment; different agendas; tasks no one wants to do;
free-loading
Resources insufficient information, materials, equipment, administrative support;
lack of guidance; poor working environment; money
Task complexity; clarity; individual/group/organizational resistance to change
Interpersonal personality conflicts; lack of flexibility; poor communication skills;
egocentricity; differing work methods/habits; cultural differences

One instance of interpersonal conflict includes a disparity in what people do and what they say. Click on theories in action to learn more about this disparity.

Tools Glossary Resources

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