The Team Stages Model developed in 1965 by Bruce Tuckman talks about human interaction within a team. The model recognises that teams do not start performing at a maximal level. Tuckman divided the stages into four stages : Forming, Storming, Norming, and Performing. Forming as the initial stage helps us understand that an employee is busy finding their place and answering why they are here! The next phase of Storming is where they have figured out their place within the team but start questioning how the team works. Norming phase comes when all come together to form a well-oiled team. While Performing becomes the final stage where both the task and the team are at their superior level.
Tuckman’s model is still short of becoming the workplace bible as it doesn’t consider that human behaviour, however, might go through different stages but is not always linear. They either jump the line or loop in-between stages.
So, how exactly do we build an environment that caters to all, irrespective of the stages they are in?
By building and nurturing a process of sharing knowledge. While we are not trying to achieve a sitcom level euphoria, after ridiculing the workplace discipline seminars and team-building exercises organised by HR, the colleagues mysteriously come together and work happily ever after. Sharing knowledge gives birth to exchanging common goals aspirations and building team spirit in a proper form.
Following are the reasons that bring about the essence of camaraderie by sharing knowledge:
Dissolves inter-departmental silos
Many cooperations face the problem where several departments within the organisation hold some or all information hostage, which leads to skimmed goals and visions. By actively encouraging cross-departmental sharing of knowledge, it will help bust silos and break hierarchical mentality.
Creates an appreciation for others' Work
Most of the time, the work of one team is undermined by the other within the organisation, which does not fall directly under their purview. When colleagues share their knowledge, it dissolves this ambiguity and creates an environment of shared and equal respect for each others’ work.
Helps reduce Workplace Anxiety
While there may be many reasons for a person suffering from workplace anxiety and seeking appropriate help might benefit in the long run. To help bridge some gaps, anxiety can also arise due to constant worry about performing at job interactions with co-workers. It can be reduced if more conversations between colleagues feel natural and free-flowing. While ‘Sharing is Caring’ might have been an advertising gimmick, just so it helps us summarise the situation better, sharing your knowledge with a co-worker can help reduce the workplace jitters, hence, harbour a supportive environment.
Builds strong Internal Communication
Many cooperations focus on building a robust plan for their Internal Communication. It is usually to streamline the flow of information within teams and otherwise. There might be different methods to achieve the said goals. But creating an affinity with shared knowledge could form a groundwork for an effective internal plan.
While Tuckman’s model of four stages brings to notice the different human behaviour and the interactions that affect them at a workplace, adapting to methods that suit an organisation and its diverse needs make it bullet-proof. Sharing your knowledge is one of them that leads to more holistic benefits. It does set in motion and retain a workplace camaraderie. Besides, help provide an olive branch to internal conflicts, coherent brainstorming sessions, increased productivity, and a healthy work environment that attracts different talent.
"What we know is a drop. What we don't know is an ocean." Newton said it; we embrace it. By sharing those valuable drops of knowledge, we create an ocean within us. With BHyve, organisations can create this affinity and a dedicated platform for peer learning. Talk to one of our experts to know more.