Tuckmans model for Team Development
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According to the inventor, every phase is defined by certain characteristics and a set of activities that should be performed in order to move on. <ref name="Miller03"/> This translates directly to the role of the project manager, who is responsible for guidance, group development and eventually the success of the project itself <ref name="ProjectManager"/>. | According to the inventor, every phase is defined by certain characteristics and a set of activities that should be performed in order to move on. <ref name="Miller03"/> This translates directly to the role of the project manager, who is responsible for guidance, group development and eventually the success of the project itself <ref name="ProjectManager"/>. | ||
| − | The Forming phase is characterised by orientation. The group members get to know each other, set goals, a timeline, and a structure. In the Storming stage first problems appear and frustration levels increase. The Norming phase then overlaps with the previous Storming stage. Within this phase, group members become aware of their peers’ strengths and start to value them. Productivity levels typically rise during Norming. Performing is the last of the 4 initial stages. It is about facing the challenges of the project and performing the actual tasks. | + | The Forming phase is characterised by orientation. The group members get to know each other, set goals, a timeline, and a structure. In the Storming stage first problems appear and frustration levels increase. The Norming phase then overlaps with the previous Storming stage. Within this phase, group members become aware of their peers’ strengths and start to value them. Productivity levels typically rise during Norming. Performing is the last of the 4 initial stages. It is about facing the challenges of the project and performing the actual tasks. <ref name="Tuckman65"/> |
Even though Tuckman’s model of group development certainly has evolved over time, it is still relevant today <ref name="Miller03"/>. However, it has been subject to various changes and additions over the last decades. This article will focus especially on those adaptations and evolution and explain the differences, as well as application possibilities. | Even though Tuckman’s model of group development certainly has evolved over time, it is still relevant today <ref name="Miller03"/>. However, it has been subject to various changes and additions over the last decades. This article will focus especially on those adaptations and evolution and explain the differences, as well as application possibilities. | ||
Revision as of 16:33, 14 February 2021
Contents |
Abstract
In every project the executing team plays an important role. In 1965, the American psychologist Bruce Tuckman introduced his model for group development. This model consists of 4 stages: Forming, Storming, Norming and Performing. Tuckman suggested that group formation always follows this model with smaller adaptations depending on the project itself [1]. With his ideas, Tuckman set the basis for the research on group development and the related activities and processes.
According to the inventor, every phase is defined by certain characteristics and a set of activities that should be performed in order to move on. [2] This translates directly to the role of the project manager, who is responsible for guidance, group development and eventually the success of the project itself [3].
The Forming phase is characterised by orientation. The group members get to know each other, set goals, a timeline, and a structure. In the Storming stage first problems appear and frustration levels increase. The Norming phase then overlaps with the previous Storming stage. Within this phase, group members become aware of their peers’ strengths and start to value them. Productivity levels typically rise during Norming. Performing is the last of the 4 initial stages. It is about facing the challenges of the project and performing the actual tasks. [1]
Even though Tuckman’s model of group development certainly has evolved over time, it is still relevant today [2]. However, it has been subject to various changes and additions over the last decades. This article will focus especially on those adaptations and evolution and explain the differences, as well as application possibilities.
Tuckman's basic Model
Adaptations
Tuckman and Jensen
Application
Bibliography
References
- ↑ 1.0 1.1 Tuckman, Bruce W. (1965): Developmental Sequence in small groups. In Psychological Bulletin 65 (6), pp. 384-399.
- ↑ 2.0 2.1 Miller, Diane L. (2003): The Stages of Group Development: A Retrospective Study of Dynamic Team Processes. In Canadian Journal of Administrative Sciences 20 (2), pp. 121-134.
- ↑ Project Management Institute Inc. (2017): Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition), pp. 51-68
