Understanding Sales and Customer Service Team Development in Call Centres

To better understand how a conflict within the team, we look at how teams are formed and the stages they go through in moving from a group of individuals to a cohesive team. It is generally known that teams go through 4-5 stages in the formation and that some of these stages must include the various elements of the conflict:

John Tuckman developed a model that illustrates the stages of team development, if:

formation -
This is the first stage of team development, when members are engaged in finding out about the task and goals / where they fit in - not wanting to be too radical, etc., investigating other members of the attitudes and skills assessment and rely on the leader for direction, leadership, clarifying the rules and the establishment of group culture

storming -
The second phase in which, conflicts can occur during a task / job is to resist the emotional level / degree of depression can set in / group can drift without a clear sense of purpose and possibility of a power struggle occurring

Norming -
The third phase in which the conflict is resolved / collaboration begins, views are changing, with new standards or standards are developed, developing trust, people talk and listen to one another.

Run -
This stage can only be arrived at after the first 3 phases are worked up. At this stage, people belonging, teamwork has been made, the roles are flexible, solutions and ideas are being implemented, with team members working toward a common goal.

Mourning -
This final stage occurs when the team disbands, for example, upon completion of the project, or if a team member leaves. Tim can experience a sense of loss and in the case of project teams dissolve and members returning to their normal duties, a May feel disoriented and removed from their normal work team. For permanent teams that lose a team member with a sense of loss, productivity may fall, while the remaining team members to adapt and temporarily distracted by considering the implications of change.

Note:
Tim can go backwards and forwards. For example, when a new person joins a team or an existing member leaves the group will return to the design stage. This is often referred to as "group dynamics change'.

Occasionally, the team may skip a stage, for example, goes straight from forming to norming. This will depend on the interests of individuals and their backgrounds.

We can see from the team formation model that conflict is most likely to occur in the team and make the storming phase. However, it is not absolute. Conflict can occur at any time, when differences arise, and can actually happen when the team reached the performance stage some time ago.

Understanding what stage the team is in its development is useful in helping to determine when intervention is appropriate and when it may be less appropriate. For example, completely denied the team the opportunity to share different views and opinions on issues of intervening when it is not necessary to do so, may impede or slow down the team's natural progression towards norming and performing stages.

It is therefore important to recognize that not all conflict is negative and should be avoided. The exchange of ideas and different opinions is not only wrong, but if a team is desirable to mature and accept each member of the role and contribution to the team.

, however, the conflict worsened by including personal insults, intolerance or bullying is clearly not acceptable and requires rapid intervention team leader / manager. Similarly, in the event that it becomes completely gridlocked on the issue, Interventions May be required.

skills is therefore in the development and monitoring team performance and identify early signals of the type of conflict to be solved with the participation of team leader / manager.