Revision as of 10:44, 20 February 2021

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The Big Idea

The Tuckman model

In his article, ‘Developmental Sequence in Small Groups’ from 1965, Bruce Tuckman introduced the phrase ‘forming, storming, norming and performing’ to describe how groups are developed [1: link]. These four stages of group development were based on Tuckman’s analysis of empirical research studies [1: link]. In his research, Tuckman explains how as the group progresses through the four stages, it changes from being a collection of random individuals to a high performing group - i.e. a group that effectively works together to fulfil its full potential [link]. The group development progress is visualised in Figure [X].

Bruce Tuckman’s Group Development Stages - 1965[link]

Forming

At this first stage, group members start to get acquainted with one another and try to get an understanding of the group’s intended purpose and what they would be expected to do to reach the group’s common goals [2 p. 376]. Because of the level of uncertainty, the forming stage is also “characterized by the emergence of leadership” [link, p. 74], where group members rely on a group leader “to define the directions the group will pursue” [link, p. 74].

Storming

The storming stage is an important stage to pass through. “The lack of unity is an outstanding feature”[link, p. 69] and it can make or break the group’s development. As the members start to feel confident in expressing themselves within the group, an intergroup conflict starts to emerge due to the different personalities and working styles [link, p. 114]. The group leader must ensure that the conflict does not get out of hand [link, p. 376]. Group members must use their varying opinions to the group’s advantage to achieve the group’s tasks and goals [link].

Norming

In the norming stage, the group becomes “a cohesive unit and develop[s] a sense of being as a group” (link, p. 72). In fact, Tuckman further stated that “task conflicts are avoided to insure harmony” in the group (link, p. 70). In other words, the group is able to resolve their differences, appreciate each other’s strengths and share a stronger determination to achieve the group’s goals ([3], p. 376).

Performing

In the performing stage, the group develops “a positive interdependence” (link, p. 77) and a sense of autonomy. This means that if a problem arises, the group members do not specifically have to be instructed by the leader on what to do but they are able to adapt in the roles and take the appropriate decisions in order to overcome the problem constructively. Hence, there are more functional roles within the group (link, p. 114) and “group energy is channeled into the task” at hand (link, p. 78).

Adjustments

In 1977, Tuckman and Mary Ann Conover Jensen carried out a follow-up study - “Stages of small-group development revisited”[5] - in order to find out if anyone had empirically tested the model, modified the model or invented a new model regarding group development in the years since the article came out it 1965 [5, p. 419]. The investigation ended up identifying a fifth stage - adjourning.

Adjourning

The adjourning stage is based on the approach that the development follows a life cycle model view [5, p. 423], where the group’s goals have been accomplished and the focus is on completing the final tasks and documenting the efforts and results. In other words, this is the break-up of the group, where group members are reassigned (link).

Application

The work of the project manager

NB: within every stage, try to describe not only the stage but also the role of the PM. E.g in the forming the role of the manager in selecting members of the team.

Limitations

Online groups

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Annotated bibliography

The following list provides resources for further research and study on the Tuckman Model for group development.

Reference