ABSTRACT
The chapter describes the different preferences and behaviours that team members might display, and how to draw on these differences for the benefit of the team and its work. Tuckman and Jensen described four stages of team development, which are forming, storming, norming, performing. Project managers clearly have a key role to play in helping their teams get to high performance as quickly and painlessly as possible. During the forming stage, team members expect to get clear information from the project leader on the goals of the project and on their roles. Team charters can be very useful here to help team members understand where they fit in. During the storming phase, team members tend to worry about their positions within the team, and whether their views and ideas will be heard. The MBTI is based on the work of Katharine Briggs and Isobel Myers.
