Teams that meet infrequently are less likely to move beyond agreeing on roles, goals, and accountabilities to enter the ____ stage.

Teams that meet infrequently are less likely to move beyond agreeing on roles, goals, and accountabilities to enter the ____ stage.

• A. Forming
• B. Performing
• C. Storming
• D. Norming

Answer: (B)

The idea being tested is how teams move through the stages of development and how meeting frequency affects that progression. When a team meets only sporadically, it struggles to build the level of trust, shared understanding, and coordinated action needed for high performance. Entering the performing stage isn’t just about agreeing on roles and goals—it’s about turning that agreement into smooth, autonomous collaboration, rapid problem-solving, and continuous improvement as a unit. Regular interaction helps the team develop a shared mental model, align on priorities in real time, and handle interdependent work effectively, which is what enables high performance. So, teams that meet infrequently tend to stay at the stage where roles, goals, and accountabilities are agreed upon but not yet deeply coordinated and executing at peak efficiency. That performing stage is the best fit for describing the outcome when those interactions become regular and the team learns to operate as a cohesive unit.

The idea being tested is how teams move through the stages of development and how meeting frequency affects that progression. When a team meets only sporadically, it struggles to build the level of trust, shared understanding, and coordinated action needed for high performance. Entering the performing stage isn’t just about agreeing on roles and goals—it’s about turning that agreement into smooth, autonomous collaboration, rapid problem-solving, and continuous improvement as a unit. Regular interaction helps the team develop a shared mental model, align on priorities in real time, and handle interdependent work effectively, which is what enables high performance.

So, teams that meet infrequently tend to stay at the stage where roles, goals, and accountabilities are agreed upon but not yet deeply coordinated and executing at peak efficiency. That performing stage is the best fit for describing the outcome when those interactions become regular and the team learns to operate as a cohesive unit.