Tuckman’s Team Development Model

• Achieve effective and satisfying results • Members find solutions to problems using appropriate controls


• Members work collaboratively • Members care about each other • Members agree about roles and processes for problem solving • The group establishes a unique identity • Members are interdependent

• Identifying power and control issues • Gaining skills in communication • Identifying resources • Decisions are made through negotiation and consensus building

• Establish base level expectations • Identify similarities • Agreeing on common goals • Expressing differences of ideas, feelings, and opinions • Reacting to leadership • Members independent or counterdependent

• Making contact and bonding • Developing trust • Members dependent


• Each step builds on the previous one. • Each step prepares for the performing stage. • Skipping any step effect performing negatively. • With every new challenge, the process repeats

• Little waste. . Take risks. publicize team wins. • More individual motivation. • Anxiety abounds. • Set and take team time together. Share leadership role in team based on who does what the best. • High learning. Praise and flatter each other. unfamiliar with group members. • Purpose is well defined. • Wondering where we’re going. • Leader reinforces team behavior. Figure ways to build trust. • Build trust by honoring commitments. • No group history. Stage 2: “Storming” • Roles and responsibilities are articulated. • Team confidence is high. Keep raising the bar – new. • People set boundaries. • Team has all the resources for doing the job. • Agendas are displayed. • Agree on individuals’ roles and responsibilities. Be selective of new team members. • Problems solving doesn’t work well. Share responsibility. train to maintain the tea m spirit. Commit time to the team. • Team is creative. • Buy into objectives and activities. Decide once and for all to be on the team. • Leader must ask for and expect results. Define a reward structure. • Splinter groups form. • No surprises. • Feedback is high. • Little team spirit. create positive environment. • Team gains commitment from all members on direction and goals. • Recognize. Self-evaluate without a fuss. • Individuals defer to team needs. • No trust yet. Leader must be directive. • People want to modify the team’s mission. • Competition is high. • Listen to each other. • Members self-reinforce team norms. • High openness and support. Recognize need to move out of “forming” stage. • Appreciation and trust build. • The mission isn’t owned by the group. and objective. Communicate all the time. • Superior team performance. • • • • • • • • • • • Action Steps: “Norming” to “Performing” Maintain traditions. Establish roles. • Team members have objective outlook. • Lots of personal attacks. Delegate freely within the team. Set goals. Action Steps: “Storming” to “Norming” • Team leader should actively support and reinforce team behavior. Share rewards and successes. higher goals. Assert power. • OK to risk confrontation. Very efficient team operations. facilitate the group for wins. • High empathy. • Norms of the team are not established. • Trying new ideas.Stages of Team Development Stage 1: “Forming” • Individuals are not clear on what they’re supposed to do. • Hidden agendas become open. • People check one another out. • People are not committed to the team. • High pride in the team. • Everyone works actively to set a supportive environment. • Cliques drive the team. • Level of participation by members is at its highest (for some) and its lowest (for some). • People push for position and power. wellreceived. • Individuals take pleasure in the success of the team – big wins. Stage 4: “Performing” • Tea members feel very motivated. • “We” versus “I” orientation. Bring group together periodically to work on common tasks. Action Steps: “Forming” to “Storming” • • • • • • • • • • • Set a mission. Stage 3: “Norming” • Success occurs. • Have the vision: “We can succeed!” • Request and accept feedback. • High trust in everyone.

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