Four Stages of Team Development
(→Norming) |
(→Performing) |
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=== Performing === | === Performing === | ||
| + | Stage 4: Effective group | ||
*Successful performance | *Successful performance | ||
*Flexible, task roles | *Flexible, task roles | ||
Revision as of 13:42, 14 November 2014
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.
Contents |
Introduction to the Model
Forming
Stage 1: Immature group
- Confusion
- Uncertainty
- Assesing situation
- Testing groung rules
- Feeling out others
- Defining goals
- Getting acquainted
- Establishing rules
Storming
Stage 2: Fractional group
- Disagreement over priorities
- Struggle for leadership
- Tension
- Hostility
- Clique formation
Norming
Stage 3: Sharing group
- Consensus
- Leadership accepted
- Trust established
- Standards set
- New stable roles
- Co-operation
Performing
Stage 4: Effective group
- Successful performance
- Flexible, task roles
- Openness
- Helpfulness
- Delusion, disillusion and acceptance
Further Development
Adjourning
- Disengagement
- Anxiety about separation and ending
- Positive feeling towards leader
- Sadness
- Self-evaluation
