Technical people are not usually known for their people skills which means we often need some extra help in that area. Being eager learners though, it is a skill that we can learn in order to overcome the obstacles we face. For this entry, I want to examine one particular relationship situation. What can we do to build relationships when we are new to an organization? All groups go through a four-stage process called Forming-Storming-Norming-Performing. A group can move both up and down the scale which is usually triggered when new people join or when new issues or opportunities present themselves. An organization is going to exist in one of these phases before you join, and your addition could cause it to change. By understanding these phases, you can better see what you should do to find your role in the group.

Forming
A group in the forming stage usually has members that operate on their own once the group's goals and objectives have been determined. A group in this stage needs more direction than some of the other stages because each person is still learning their role and their tasks. For an IT person trying to fit in with an organization in this stage, it is a huge opportunity to lay a good foundation for new relationships. Take steps to work beyond just IT for a non-technical group to show your capabilities in other areas. Use your knowledge of technology to improve the functioning of the group.

Storming
In the storming stage, a group will spend time negotiating how they will function together and what type of leadership will be used. There is almost never a formal process to this aspect, but it can be a rather difficult time for some groups and a really easy one for others. The storming stage earned its name because of its potential for contentious discussion and challenging times. People who are resistant to change may present the greatest obstacles to the group moving beyond this phase. Leadership in an official or unofficial capacity is often needed to help the group move forward. From an IT perspective, playing the role of facilitator for agreement can gain you a lot of respect. Talk to other leaders in the organization about how you might be able to help move beyond the obstacles the group is facing. Just because you are not the official leader of the group, do not assume that you are powerless to move things forward.

Norming
Things at this stage can be pretty normal or unexciting - in a positive way. Everyone knows their role and is able to perform the tasks needed. The group might agree on various methods, processes, or tools that they use to accomplish the group work, but there is a risk that members will be afraid to raise dissent. Groupthink can be a real problem as people tend to agree with the group as opposed to questioning whether things should be done differently. Supervisors often become more participatory during this stage which can make raising a contrary opinion particularly touchy. If you find your group in this stage, it can be really easy to get involved though. Ask the supervisor or other members what you can do to help. Ask for tasks that can be delegated to you. You can also think critically with a watchful eye for groupthink. In a non-technical group, your skills could come into play by gathering hard data to back up contrary opinions.

Performing
While this stage is much like the norming stage, dissent is accepted and encouraged when the group is performing. Dissent allows a group in the performing stage to think critically about the work rather than just accepting the status quo. Teams in this stage typically do not need a lot of supervision because of their ability to create and assess new ideas. For an innovative IT person, this is a time to shine. You want to look for ways that you can improve the current processes to gain efficiency or cut costs. Brand new ideas can also be key in some organizations to increase revenue. If you have an idea that seems to go contrary to how things are currently done, you do not have anything to fear in putting it out there in this phase.