The document outlines the typical stages a team goes through in its development: orientation, trust building, goal clarification, commitment, implementation, and high performance. It provides examples of scenarios a team may experience at each stage and questions to help the team progress to the next stage of development.

1. teamteam

3. orientation

4. Members have just joined
the team and they need to
understand what the team
is about, why they exist and
do they belong to the team.

5. Members are confused about what
the team is about and their
contribution. They ask themselves
‘what am I doing here?’. There is a
lack of activity and people have an
intense fear of failure and the
unknown. Members start to feel a lack
of interest in the organisation and
start looking for other societies of
campus that look more interesting.
ORIENTATION
WHY AM I HERE?
Members understand the purpose
of the team and the teams
contribution to the organisation.
Members feel a sense of belonging
and identity with the team.
OR
H O W C A N W E
G O F R O M
W O R S T C A S E
S C E N A R I O T O
B E S T C A S E ?
W H AT
S H O U L D H AV E
H A P P E N E D I N
T H E M E E T I N G
1 W E E K A G O

6. trust building

7. Members need to establish
relationships within the
team that creates a sense of
mutual respect, reliability
and trust.

8. Amy is not happy with the team - she is
hesitant to share projects with others
because she doesn’t know if she can
trust them or not. In meetings she thinks
hard before she speaks and although she
is feeling a little vulnerable in the team -
she doesn’t trust anyone enough to
share this information with. Instead she
puts on a fake smile and thinks about
how she can be the top performer in the
team.
Although it hasn’t been a long time
since she met these people, Amy is
really enjoying her team experience so
far - each individual has proven to be
dependable. The ‘check ins’ have
proven to be useful as each team
member shares what they think, see
and feel. Amy is optimistic about the
success of the team - because of the
quality of the people she is working
with.
OR
H O W C A N W E
G O F R O M
W O R S T C A S E
S C E N A R I O T O
B E S T C A S E ?
TRUST BUILDING
WHO ARE YOU?

9. goal
clarification

10. Members ask‘what are we
doing’and translate the
purpose into an end goal,
milestones and measures of
progress.

11. Christie is getting bored with AIESEC, it’s
not clear what she is doing in the
organisation. Although the work is super
intense and she needs to send many
spam emails she doesn’t understand the
point of these. She keeps wondering
what the purpose of her leader is the
team is getting on edge - picking small
stupid fights and starting lots of gossip.
Christie is so pumped and focused for
her team - she has finally discovered a
group of people with the similar and
shared values. Although there have
been a few heated discussions,
because there’s a shared
understanding where the team is
heading - the team becomes very
solution orientated.
OR
H O W C A N W E
G O F R O M
W O R S T C A S E
S C E N A R I O T O
B E S T C A S E ?
GOAL CLARIFICATION
WHAT ARE WE
DOING?

12. commitment

13. Members make a genuine
commitment to achieve the
organisation’s goals as they
settle down to work.

14. Jack has so many things to do, his team
leader doesn’t understand he has studies,
family commitments. Although he knows
deep down inside he does have the time
for AIESEC, he just doesn’t feel this sense
of responsibility for the organisation. But if
his team leader asks him to do something
- he’ll do it, because that’s his job right?
Anyways - Jack doesn’t really understand
what this team is doing - he’s feeling quite
pessimistic about it all.
Wow, it seems like things are just
happening. Jack is not only clear about
what he is responsible for, he
understands what every person in the
team is doing to achieve the team’s
goals. Things are starting to settle into
normal and Jack is very happy as he is
able to focus on his work and know
that it’s actually doing something for
the world.
OR
H O W C A N W E
G O F R O M
W O R S T C A S E
S C E N A R I O T O
B E S T C A S E ?
COMMITMENT
HOW WILL WE
DO IT?

15. implementation

16. With more intense
workload member’s
concern is‘who does what,
where and when?’.

17. It’s team meeting time and no-one has
completed any of their priorities, people
keep saying ‘I didn’t know this was my
responsibility’, ‘I thought he was doing it’.
Its really annoying because it seems like
the team is having the same conversation
every week.
It team meeting time and it’s probably
one of the most efficient meetings so
far. The team leader brought up a new
innovation for the team and it was
immediately put into a simple process
and allocated smoothly. The feeling in
the team is that everything is under
control and on track.
OR
H O W C A N W E
G O F R O M
W O R S T C A S E
S C E N A R I O T O
B E S T C A S E ?
IMPLEMENTATION
WHO DOES WHAT,
WHEN AND WHERE?

18. high performance

19. Ease of team interactions
allows effective responses
to changing conditions and
extraordinary results that
produce a sense of WOW!

20. The whole month was about matching,
every. single. day. Meetings were short
and cold “how any matches did you get
this week?” is all that people want to
know. It’s getting to be too much. There’s
this constant pressure to keep doing
better and better, which is fine, but where
is the limit? We are students right? We do
have a life outside of AIESEC? Is AIESEC
really meant to take over my life??
Wow! The past month has just been…
amazing. Ideas just flowed, but it
wasn’t just talked - we actually made it
happen! Now I really understand the
meaning of working as one. The rest of
the LC is admiring us and asking what
makes our team work so well and
achieve all our results - it’s truly an
amazing feeling. I will never forget this
team experience.
OR
H O W C A N W E
G O F R O M
W O R S T C A S E
S C E N A R I O T O
B E S T C A S E ?
HIGH PERFORMANCE
WOW!

22. Where am I in the team development model?

23. What are my immediate action steps to get to the next
stage?