It’s a question human resources professionals and team leaders ask all the time: Can anybody work with anybody? In theory, yes — most people can collaborate if the conditions are right. But, in practice, some pairings just don’t click on their own. Despite being a more difficult match, these teams are not doomed to fail; they need structure and support. When human resources leaders and managers recognize this early on, they can help teams stay on track, avoid unnecessary conflict and get better results together.
Dysfunctional teams aren’t always chaotic or dramatic. Sometimes, the signs are subtle—missed deadlines, unproductive meetings or a growing sense of frustration nobody wants to express out loud.
You might notice that people aren’t taking ownership of tasks, or they’re quietly avoiding each other. Maybe communication feels awkward, or meetings go in circles without decisions being made. Over time, work slows down, energy dips and people start disengaging. Projects get stuck, and one or two people may end up carrying the load while others coast — or check out entirely. These early warning signs often show up in both behavior and performance.
You don’t need a psychology degree to build strong, functional teams, but understanding a few basic ideas about how people work can make a huge difference.
Know your employees
First, remember that everyone works differently. Some people are big-picture thinkers, while others thrive on the details. Some want clear direction, while others prefer to take initiative. Knowing how people prefer to work — and helping them understand each other — can prevent a lot of tension.
Too often, human resources professionals and managers try to guess what motivates a person, how they like to collaborate or what kind of environment helps them thrive. The simplest, most effective strategy is often overlooked: Ask them.
Start with something as straightforward as:
- What kind of work environment brings out your best?
- How do you like to receive feedback?
- What do you need from your team to feel supported?
These kinds of conversations don’t just build trust — they save time, prevent misunderstandings and make people feel seen. When employees feel understood, they show up more fully and contribute more confidently. It’s not about having all the answers. It’s about being curious enough to ask the right questions.
Most employees want more than just a paycheck. They want to feel trusted to do their work, challenged in a good way and connected to the people around them.
If someone seems disengaged or unmotivated, it’s worth asking:
- Are you using your strengths at work?
- Do you know what difference your work makes to the company?
The stages of team development
Next, teams go through phases. At first, everyone is polite. Then, as they get more comfortable, disagreements surface. That’s normal — it’s part of figuring out how to work together. But, without guidance, teams can get stuck in that tension. With the right support, your team can move past it and become a stronger, more confident group.
The idea of teamwork cycles (or “team development stages”) is based on a very real rhythm most teams go through — whether they’re new, newly reorganized or just trying to tackle a tough challenge together.
1. Forming: “We’re all being polite.”
In this early phase, everyone is cautious. People are sizing each other up, trying to understand the rules, and avoiding conflict. It can feel calm, but also a little fake or stiff.
How to support this stage: Help set clear expectations. Facilitate introductions beyond small talk — ask people to share their working styles, goals or past team experiences. Make space for casual connections (like lunch and learn sessions, Slack icebreakers, etc.).
2. Storming: “Now we’re clashing a little.”
As people get more comfortable, differences show up. There may be tension around roles, priorities or how decisions are made. This is where many teams get stuck if no one steps in to guide them.
How to support this stage: Normalize the discomfort. Let people know this is a healthy part of growth. Encourage open conversation: “What’s working for us? What’s frustrating?” Human resources professionals or managers can act as neutral facilitators if the team isn’t ready to self-regulate yet. More often than not, people simply need a way to express their frustrations rather than solutions, which they’re able to create themselves.
3. Norming: “We’re figuring it out.”
Now that roles are clearer and conflicts have been addressed, trust starts to build. Teams begin to collaborate more smoothly and communication improves.
How to support this stage: Reinforce positive behaviors, celebrate small wins and encourage feedback — what’s been helpful so far and what still needs work? This is also a great time to revisit team goals and adjust anything that isn’t aligned.
4. Performing: “We’ve got this.”
This is where the magic happens. Teams are focused, efficient and often feel a sense of pride in their work. They anticipate each other’s needs and support each other through challenges.
How to support this stage: Don’t micromanage — trust the team. Give them stretch goals or space for creativity. Keep checking in to ensure they don’t slip back into older patterns under stress.
5. Adjourning (or Re-forming): “Things are changing.”
Teams disband, new members join or leadership changes. Even high-performing teams get knocked back into earlier phases, and it’s OK.
How to support this stage: Mark endings or transitions clearly. Acknowledge people’s contributions and help them move on feeling valued if they need to go. If a team is restructured, treat it like a fresh start and go back to the forming phase intentionally.
Helping a team remain functional
Building excellent teams starts with the hiring process. During interviews, try to look beyond skills and experience. Ask candidates how they’ve handled team challenges in the past. Let them meet potential coworkers. Pay attention to how they communicate and whether they’re open to feedback and collaboration.
Once someone is hired, don’t stop your onboarding at paperwork and system logins. Take the time to explain how the team works; share expectations, norms and communication styles; and pair new team members with a buddy who can show them the ropes and help them feel included from day one.
As teams settle in, keep an eye on how they’re functioning, not just what they’re producing. Are people giving and receiving feedback openly? Are they solving problems together, or working in silos? Are they taking accountability or “witch-hunting”?
When motivation dips, resist the urge to jump straight to incentives. Instead, ask what’s getting in the way. Are people overwhelmed, bored or unclear about their role? A short conversation can often unlock solutions that don’t cost a thing, like a new challenge, a change in process or just some recognition for work that’s been done quietly in the background.
A healthy team isn’t always the loudest or the busiest. Often, it’s the one where people feel safe enough to speak up, confident enough to try new things and comfortable enough to ask for help when they need it.
You’ll know a team is doing well when people show up fully, not just physically but mentally and emotionally. They contribute ideas, admit mistakes, ask questions and support each other. The “soft” metrics of engagement, wellness and communication are high.
The best way to know if your teams are healthy is to observe their meetings. Are they filled with curiosity and respect or eye rolls and silence? Do people follow through on what they say they’ll do? Are there regular check-ins, not just on tasks but on how people are feeling?
These things are harder to measure than KPIs, but they can be measured nonetheless. If managers keep engagement high and positive, it’s a huge impact on performance, retention and culture.
At the heart of all this is what we call the “psychological climate” of a workplace — the overall vibe people feel when they come in each day. Is it tense or relaxed? Competitive or supportive? Clear or confusing?
A healthy climate is built on trust, respect and consistency. People know what’s expected, they know that their personal contributions matter just as much as the overall performance, and they believe their team and human resources has their back. That doesn’t mean everything is perfect — it just means problems are addressed with good intentions, and wins are celebrated together.
Human resources professionals play a big role in shaping a team’s environment. Creating a healthy psycho-climate starts with building trust, clarity and connection across and within teams. This means making space for honest feedback, checking in regularly (not just during reviews), and training managers to lead with empathy. Recognize people’s efforts, not just their results, and make sure they feel seen and appreciated. Set clear expectations, but allow flexibility where possible; people thrive when they know what’s expected but also feel trusted to manage their own work. Lastly, create rituals that bring people together, whether it’s casual coffee chats, cross-team shoutouts or simple “What could be better?” moments in meetings. These small, consistent workplace habits help create a space where people feel safe, supported and genuinely cared for, which then, in turn, benefits the company through increased productivity and ROIs.