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Explain the major stages of team development
Explain the major stages of team development
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Analysis;
Tuckman (1965) describes four stages of team development, these being; Forming, Storming, Norming & Performing. The team began to form before I even arrived, as the existing team were aware of my imminent arrival, and most knew me or knew of me. As Tuckman (1965) wrote, team members often display excitement, fear and anxiety, and this was apparent in that some felt that I was a “new broom” brought in to clear out the dead wood, and others were excited at the prospect of change.
McGrath & Bates (2013) suggest that the team leader should provide guidance from the inception of the team, and clearly set out their aims, objectives and expected contributions, whilst listening to their concerns. I had taken the opportunity to analyse the
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My typical style according to this theory is consultative, where I will discuss situations with my team members but usually retain the deciding vote, which I find appropriate when dealing with failing parts of the organisation (McGrath & Bates, 2013). When faced with this role, I deployed an exploitive-autocratic management style as I felt the team leaders had too much authority over their senior manager, evidenced by their bullish meeting etiquette and willingness to blame him for the teams failings (McGrath & Bates, 2013). This worked well, in that the negative behaviors ceased, meetings became productive and our team achieved its objectives, however, particularly at meetings, and until this module, I forgot to return to a more inclusive approach and as a result, my team felt stifled at meetings. Following this module, I have returned to a far more consultative approach, team members speak more freely, and meetings are more productive. It is important to vary the style deployed according to the situation, as one style seldom addresses all situations (McGrath & Bates, …show more content…
Guiliani (2005) described “Compstat”, a balanced scorecard which was pivotal in his transformation of civic services as mayor of New York. Locke’s Goal Setting Theory (Locke, 1968) reiterates the relationship between goals and team performance. Our team was set specific performance metrics in relation to their objectives, giving them a clear and specific goal. Locke (1968) refers to this as “Clarity”, which reduces misunderstanding, and provides focus. The team’s performance was shown as a league table, which contained all of the teams other teams’ performance. Challenge is an important motivating factor in teams; goals should be difficult, but never impossible, as the satisfaction of achieving the goal generates enthusiasm (Locke, 1968). Locke (1968)describes a commitment principle, where teams prefer goals that they are involved in setting. This was difficult to achieve as our goals are set by the Department of Health, however, I could have allowed the team to create some measurable goals that were important to them, as opposed to focusing on those of the organisation. Once the scorecard was defined, meetings were held monthly to review each team’s performance with all teams present. This is described as the “Feedback” principle (Locke, 1968), where teams react to action by their leader and achievement is acknowledged. This fostered
Psychologist Bruce Tuckman came up a team building strategy “forming, storming, norming, and performing”. He explained how to follow this strategy to formulate a team, and to take the team to a high level of performance. The movie Remember the Titians is one of the best examples to explain these four stages of Tuckman.
Currently, I believe that the the stage of team develop we are mostly in is the forming stage. In the forming stage, team members are still treading lightly regarding expressing their opinions and ideas. Team members are still trying to figure out the other members strengths and how those
Sometimes teams are only temporary so they cannot move on to each stage as they have to keep forming new teams, also some people within a team may not get on and this will cause the team to stay on the storming stage and not allow them to proceed onto the norming stage. Also, within the team when moving on to the next stage it may be unclear to all of the team members which stage they are at while in the team. Furthermore, within the forming stage Tuckman believes that most people when forming a team don’t show their true personality and just stay quiet as they are getting to know the group however this isn’t always the case as sometimes a team may include someone who is confident and not afraid to voice their opinion, this could be a disadvantage to Tuckman’s theory because if there is a confident person within the team who challenges others ideas there may be conflict within the group and this would prevent them from moving on to the next stage. This theory influences my practice as I understand that a team needs to complete stages in order to be successful however sometimes it is easier said than done, however, personally I will listen to others ideas and if I don’t agree with someone I will ask them about their idea in order to try and get an understanding, I wouldn’t criticise their idea because I believe this causes bad relationships and distracts the team from reaching their
Working in teams can be well-defined as when a group of people are brought together for the aim of a mutual objective. Each member in a group puts their abilities to accomplish the goals. Groups make exertion to complete the project, but not necessarily the project is achieved every time. Within a group, every member participates in a position to accomplish the group’s intentions. These positions add new and significant dimensions to physics of group colleagues. Bruce Tuckman’s team development theory provides a way to challenge the duties of assembling a squad through the achievement of an assignment. On the whole, each group associate played a vital responsibility to complete the project at the end of Client-Focused Business Solutions.
This section will summarize Tuckman´s contribution to the field of team development given his recognized validity and generalized applicability. A brief background review of his work will be followed by the extension of his theory, in 1977, by himself and Jensen, that added a fifth stage to the model. Finally, the implications of the theory will be briefly summarized as well as a starting point to the presentation of a unique team development model.
Tuckman stages of group interaction such as forming, storming, norming, performing (Pearson Education, 2013). One of the most important reasons we communicate is to build relationships, effective communication in work setting can affect every aspect of our work and who you work with, including colleagues, parents and children in several ways. It can help build our relationship and trust with line manager, team leaders, colleagues, parents and children and thus, it helps develop our role within the workplace in order to establishes, maintain and adjust relationships in work
“The Forming – Norming – Storming – Performing model of team development was first proposed by Bruce Tuckman in 1965. This model has become the basis for subsequent models of team dynamics and frequently used management theory to describe the behavior of existing teams (Wikipedia).”
As soon as the four members of my team entered the breakout room, we had begun the stages of team development. As Bruce Tuckman (1965) observed in his research, teams often undergo a five-stage process of team development: forming, storming, norming, performing, and adjourning. During my team’s forming stage, we defined what our objective was and planned a general outline of how this was to be accomplished. Because we didn’t know each other very well, a quick introduction was given so we could get to know each other a little better. Next, we had a brief stage of storming which caused a bit of inefficiency. This was our initial five minutes of confusion due to not knowing each other’s strengths and who was better suited to answer which question. Our norming and performing stages melted together as we quickly gained our footing on the task at hand and settled for an execution strategy which would allow us to perform at a fairly efficient speed. Our performing stage was very encouraging and helped the team push through the questions...
The Tuckmans theory is a model which includes the 4 stages which are: forming, storming, norming and performing, the stages are used to explain how a team is formed. The 4 stages suggest that as the stages go by, individuals in the team will start to develop maturity to work with each other and the ability to communicate without a struggle. The model also suggests that the relationship between the team members would be established and the responsibility of each member would be clear as the leader changes the leadership style.
University of Washington. (2013). Four (Five) Stages of Team Development – Bruce Tuckman. Retrieved April 2014, from University of Washington: depts.washington.edu/oei/resources
According to Redick, Reyna, Schaffer, and Toomey (2014) leading though the different phases require leaders to focus on different items such as establishing objectives in forming stage, reinforcing trust, relationships, and structure in the storming stage, taking a supporting role in the norming stage, and in the performing stage a leader encourages and propels the team past complacency (p. 6).
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?
Tuckman’s theory of development claims, “In the first stage of team development or organization, individuals come together to establish the ground ru...
The stages of team development are forming, storming, norming, performing, and adjourning. Norming is the first stage that involves team members getting to know each other and trying to figure out where they fit in. As a leader, it is important to provide clear directions and set proper goals and expectations during this stage. Storming is the next stage and as the name suggest it is characterized with struggles, challenges, conflicts, and competition among team members. During this stage, I will provide a mediating role and facilitate conversations that steers the team towards the right
The first stage in developing a team as it relates to group dynamics is forming, this is the stage where team members come together and they question what they are therefore, who else is a part of the team, who they are comfortable with, and this enables them to get involved as well as allowing the team the opportunity to introduce themselves to each other. The second stage is storming, and in this stage the team members begin to voice their opinions and differences as well as align themselves with others who share their same beliefs. This is an important stage for the team because team members will begin to become more involved with one another, and when they voice their concerns, they can feel like they are being represented and understood. The third stage is norming in the stage team members begin to establish a shared common commitment to the purpose of why the team is there, where they can establish their overall goals and how the goals are going to be achieved. In the fourth stage, known as performing, the team works effectively and efficiently to gather towards achieving the goal.