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Explain Tuckman’s theory of team development in your own words. 200-250 words (approximately)
Tuckman’s five stages of team development (in my own words)
Tuckman’s five stages of team development (in my own words)
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Recommended: Explain Tuckman’s theory of team development in your own words. 200-250 words (approximately)
Having looked at different models of management and team development, I have tried to consider the benefits of each one and identify the most effective model that relates to the sector that I work in as each model may be more effective within different industries. With working in a residential setting and with vulnerable individuals my team must learn to work together as a strong team and as a new manager and new team member we have had to experience the 5 stages of team development and I have had to establish myself as the team leader, build trust and respect with and amongst the team, set team aims and objectives along with manage and address dynamics. The value of using Tuckman’s model (forming, storming, norming, performing, adjourning) is that it helps us understand that teams evolve. It also helps us to consider how they may encounter different problems at different stages of their development. For example, not all …show more content…
For example, a norm about what constitutes timely completion of tasks may help focus individual efforts. Because people act in accordance with norms, their behaviour can become predictable and provide stability to the team. 2.4 Differentiate between beneficial conflict and destructive conflict in teams. Not all conflicts are bad and well dealt with in a timely and appropriate manner can result in a positive outcome as they can allow individuals to “clear the air” and provide growth and development with individuals and within teams. At the same time, when mismanaged or brushed under the carpet this can give rise to serious difficulties and problems within the workplace. Knowing the difference between destructive and constructive conflict is an important first step in resolving issues. The difference between beneficial conflict and destructive conflict are highlighted below: Destructive
An effective team typically develops through several stages. Tuckman and Jensen developed a model for how teams should develop that includes five stages: forming, storming, norming, performing and adjourning (as cited in Martin ,2006 and Fulk, Bell,& Bodie ,2011). In forming, the first stage in team development, team members are introduced to the team’s purpose and goals(Martin, 2006 ; Fulk et al. ,2011). Fulk et al. (2011) explain that members are usually motivated and excited about working together to accomplish the specific goal, but they point out that interactions among team members can be affected by uncertainty about purpose, anxiety, mistrust ,and reluctance to share ideas and opinions. Nevertheless, despite such uncertainties, team members usually avoid conflict and move on to the next stage, storming(Fulk et al.,2011). Unlike the forming stage, the storming stage is marked by conflict (Martin...
The exploration of two models will show an interesting relationship when compared and contrasted. Both can increase competency levels in team building. The models are the Drexler/Sibbet Team Performance model (Human Performance Strategies) and the Four Stage Team Performance model (Developing Management Skills). When they have been used correctly they’ve been shown to improve efficiency and profitability in organizations. “Developing team skills is important because of the tremendous explosion in the use of teams in work organizations over the last decade (Developing Management Skills).” An examination of these models will show the similarities and differences they have in the context of team building.
Norming- The norming stage is where everything begins to get clear because the leader takes responsibility and everyone else accept their roles and position in the team. Agreement forms among the team members. Team may engage in more discussions and other activities. Leader ship is also shared by other team members at times. Respect is shown to the leader.
University of Washington. (2013). Four (Five) Stages of Team Development – Bruce Tuckman. Retrieved April 2014, from University of Washington: depts.washington.edu/oei/resources
Lencioni’s theory fits best within the first two stages of Tuckman’s team development theory, the forming and storming phases where trust is established, goals are created, and processes are outlined. The other phases of Tuckman’s theory occur as many of these dysfunctions are worked out and not overshadowing the team dynamic any longer. In each stage of team development shows detectable moods and behaviors. The four stages are a supportive outline for identifying a team 's behavioral patterns. Looking at each stage can help us understand the development and what is possibly needed to make the team work.
It has been estimated in a study by the American Management Association that managers spend between 20% to as much as 50% of their times dealing with conflict among their employees (American Sentinel, 2012). When workplace conflicts are left unresolved they can lead to dissatisfaction, depression and other problems such as aggression and violence (Whitworth 2008). The negative, sometimes hostile, environment created by unresolved conflict has been recognized to be a hazard not only to staff, but also to patient care (The Joint Commission 2008).
...o the success of the project. There is a variety of team building techniques that can be undertaken to help make teams in matrixed environments more cohesive and successful. Seasoned and successful managers and leaders will continually analyze the team, determine which of Tuckerman’s phases the team is in, as well as the needs of individuals, so that effective team building techniques can be employed appropriately.
Managers struggle daily to effectively manage or resolve conflict. Understanding how the types and sources of conflict differ could how managers in dealing with conflict.
To understand the importance of addressing conflict, it is important to understand the definition of conflict and what impacts, both positive and negative, it can have on the organization. Conflict begins when one party believes the actions or lack of actions is having or will have a negative impact on the actions or outcomes of another party or the organization (Robbins & Judge, 2015). Conflict can have a positive impact, as it may offer the opportunity for the two parties to discuss their concerns and work out a viable solution that can be mutually beneficial. This is considered functional conflict. Dysfunctional conflict is when the disagreements or conflicts hurt production or performance (Robbins & Judge, 2015).
When we think of the word team, individually many different ideas may come to mind about what a team really is. Some may think of an NFL team (Tennessee Titans), an NBA team (Sacramento Kings), or a NASA astronaut team with such pioneers as Edwin Aldrin, Jr. and Neil Armstrong as members. You might even think of the U.S. Navy, Air Force, Army, Coast Guard, or Marines as teams. In fact they all are, and they have a great deal in common as teams. However, for the purposes of this paper I will examine the characteristics of work teams, as they apply to organizations and I will supply answers to the following questions: What is a team? Where did the team concept come from? What are the types of teams? What are the advantages and disadvantages of having teams in organizations? What does it take to make a team effective?
workplace include greater total resources, greater knowledge band and a greater source of ideas. However, these advantages can also bring on conflict within teams and the entire workplace. Varney (1989) reported that conflict remained the number one problem within a large company. This was after several attempts were made to train management in conflict resolutions and procedures. However, the conflict remained. The conflict possibly remains because the managers and leaders did not pay attention to the seriousness of the issue. In order to maintain an effective team, leaders and team members must know and be proactive in the conflict resolution techniques and procedures.
Look up the word conflict in the dictionary and you will see several negative responses. Descriptions such as: to come into collision or disagreement; be at variance or in opposition; clash; to contend; do battle; controversy; quarrel; antagonism or opposition between interests or principles Random House (1975). With the negative reputation associated with this word, no wonder people tend to shy away when they start to enter into the area of conflict. D. Jordan (1996) suggests that there are two types of conflict: good, which is defined as cognitive conflict (C-type conflict) and, detrimental, defined as affective conflict (A-type conflict). The C-type conflict allows for creativity, to pull together a group of people with different opinions or ideas, to combine and brain storm all thoughts to develop the best solution for the problem. The A-type conflict is the negative form when you have animosity, hostility, un-resolveable differences, and egos to deal with. The list citing negative conflicts could go on forever. We will be investigating these types of conflicts, what managers can do to recognize conflict early, and what strategies they can use to resolve conflicts once they have advanced.
As I develop my team I am looking for the challenges and norms that the forming, storming and norming stages of team development will possibly experience. The focus of this theory is to become a more effective team. Following through with these stages we can become an effective team, however the challenges and norms we will face normally most teams go through. Starting out with forming my team we will face a few challenges as we begin orienting ourselves and becoming familiar with each other. With different personalities coming together there may be some biased perceptions that may cloud the members ' judgement of one another. A challenge that we face has to do with different aspects of each member 's personality, skills and setting the terms as to what needs to happen when making decisions as a team. This first stage is crucial because of the manner of getting to know who you will be working with and recognizing everyone 's goals to see if you all fit together; it is like building a puzzle. However excruciating this may sound, creative minds can sometimes make great decisions and other times can bump heads and unfortunately waste time when trying to make decisions to accomplish the work. The storming stage is where some conflict begins to arise in the team as we look for solutions. There will be confrontation as the team members will look at themselves as individuals versus
This chapter provides an outline about conflict and the impact it has on employee performance. Thus, the role of conflict in the work department will be studied. This is followed by recommendations which will help improve how conflict is handled and thereby improving performance.
Norms tend to guide the group. Even unknowingly, members act within the norms established. Staying within these boundaries, which become ingrained in their behavior patterns, the group becomes equipped accomplish its goals. While group norms may help a group progress towards its goal, some norms may also hinder the group from working together