Applying Tuckmans model for team development
Contents |
Abstract
A team can be defined as a group of individuals who work together to achieve a common goal. This is defined by Professor Thomson of the Kellog School of management as he states that “[a] team is a group of people who are interdependent with respect to information, resources, knowledge and skills and who seek to combine their efforts to achieve a common goal" ".[1].
This definition makes a team quite different from a group. An example of a team is a football team is a team working together towards a common goal. It is individuals who are interdependent, this means that the work needs to be a joint effort and synergy effects emerge. Whereas groups are independent individuals who are put together, here they interact and exchange information to achieve a particular goal, this has been defined by Robbins and Judge (2009). 2. [2]. Here it is clear who did what part of the project and the result is the sum of the work of each individual.
When a team is formed it goes through a maturity stage which can be described with the Tuckman’s model, also known as the “Form-Storm-Norm-Perform" (FNSP)-model which was introduced and determined in 1956 [3].
Tuckman’s model can be applied to crack the code of understanding how teams behave, and what to expect during the process. Before they can reach a high-level performance and until the end where they reach their common goal. Teamwork is not something that can be forced, it needs time to evolve, to get to its full potential. This can only be done by letting the team members get to know each other and go from strangers to co-workers, which makes the work more effective at the end, due to mutual understanding and respect.
The stages of Tuckmans model
The Tuckmans model, also known as the “Form-Storm-Norm-Perform”(FNSP)-model was first proposed and introduced in 1956 by Bruce Tuckman [3]. here he states that there are stages that teams goes through, which are necessary and cannot be avoided in order for the team to develop and face up to the given challenge. “The following model is offered as a conceptualization of changes in group behaviour, in both social and task realms, across all group settings, over time.” [4]. This will enable them to tackle different problems, better planning, finding results and in the end get results to reach their common goal. This will make the team more effective, give them more stability and mature over time, this however can be at different rates, which is stated in most bibliographic sources [5]., [6]., [7]., [8]. ".
Forming
In the stages of forming the team is assembled and put together, this is also commonly known as the honeymoon phase because everyone is usually on their best behavior. Here the team gets to know each other, discuss, and agree on how to handle future conflicts among the team members. Here a group contract will emerge on how to handle challenges, opportunities, and expectations are set to reach the common goal. At the same time, the scope of the project is discussed, defined, concerns, and how to approach the scope. Roles are also usually given during this phase by the project manager.
Storming
The second stage is the storming. This phase can also be defined as where disorder, confusion, and crisis appear. The members as been assigned different roles and statutes along the way and conflicts start to rise with it. “Group members become hostile toward one another and toward a therapist or trainer as means of expressing their individuality and resisting the formation of group structure.” ". [4]. This is due to the team are starting to sort itself and with it comes trust issues and airing different opinions among the members, where everyone might not be agreeable. The individual team members might realize that the task at hand is not as simple as they had thought, and the prioritization of the project and leadership be questioned.
Norming
Once the storming is over and the dust has settled, the team enters the norming stage. Here everyone has evolved and learned to adapt to the team. “…conflicts are resolved and some degree of unity emerges. In the norming stage consensus develops around who the leaders are, and individual member’s role” [5]. Here the team will increase in performance and will move their focus to the task at hand so that the team is able to reach the common goal.
Performing
The last stage the performing stage. Is the most efficient stage of the progress. It is also known as the stage where the team reaches a high-performance, hence the name “performing”. Here the team is cooperating, matured, organized, and reached a form of synergy. There is now a clear and stable working structure and the team members can acknowledge strengths and weaknesses among the members. The workload has also been optimized by dividing and being flexible with the responsibilities between the members. This also means that the team can resolve conflicts more efficiently than before, due to implementation and make changes to move onwards with the project. Milestones are also celebrated which also motivates the members to work more efficiently.
Tuckmans model in practice
Challenges in Team development
References
- ↑ Thompson, Leigh L : Free Download, Borrow, and Streaming, Internet Archive (2021). [1]. Retrieved 06 February 2021.
- ↑ S. P. Robbins, T. A. Judge pdf, pdf P. Stephen Robbins, and T. A. Judge (13th Edition).
- ↑ 3.0 3.1 W. G. Bennis and H. A. Shepard, Hum. Relations, vol. 9, no. 4, pp. 415–437, Nov. 1956.
- ↑ 4.0 4.1 B. W. Tuckman (1965).
- ↑ 5.0 5.1 . Archived: [2] Retrieved 19 February 2021.
- ↑ . D. Rowley and M. Lange: Archived: [3] Retrieved 19 February 2021.
- ↑ . D. Rowley and M. Lange 2007.
- ↑ A. JONES : J. Manage., vol. 6, no. 4, Aug. 2019.
