Four Stages of Team Development
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== Summary == | == Summary == | ||
Team effectiveness is enhanced by a team's commitment to reflection and on-going evaluation. In addition to evaluating accomplishments in terms of meeting specific goals, for teams to be high-performing it is essential for them to understand their development as a team. | Team effectiveness is enhanced by a team's commitment to reflection and on-going evaluation. In addition to evaluating accomplishments in terms of meeting specific goals, for teams to be high-performing it is essential for them to understand their development as a team. | ||
Revision as of 13:24, 14 November 2014
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Summary
Team effectiveness is enhanced by a team's commitment to reflection and on-going evaluation. In addition to evaluating accomplishments in terms of meeting specific goals, for teams to be high-performing it is essential for them to understand their development as a team.
Teams go through stages of development. The most commonly used framework for a team's stages of development was developed in the mid-1960s by Bruce W. Tuckman, now a psychology professor at Ohio State University. Although many authors have written variations and enhancements to Tuckman's work, his descriptions of Forming, Storming, Norming and Performing provide a useful framework for looking at your own team. Each stage of team development has its own recognizable feelings and behaviours; understanding why things are happening in certain ways on your team can be an important part of the self-evaluation process.
The four stages are a helpful framework for recognizing a team's behavioural patterns; they are most useful as a basis for team conversation, rather than boxing the team into a "diagnosis." And just as human development is not always linear, team development is not always a linear process. Having a way to identify and understand causes for changes in the team behaviours can help the team maximize its process and its productivity.
