Running head: TUCKMAN'S STAGES OF GROUP DEVELOPMENT

Tuckman's Stages of Group Development Stephanie L. Kramer, Melanie Dolores EDU/500 October 14, 2010 Carol Riley

TUCKMAN'S STAGES OF GROUP DEVELOPMENT

Tuckman's Stages of Group Development Team building and teamwork are considered a science. Companies spend thousands of dollars and hundreds of hours trying to develop their employees into a successful team because research shows that strong teams increase productivity. A few components associated with good teamwork are working effectively together, trusting each other, leadership, and putting team goals above individual goals. In 1965 Dr. Bruce Tuckman conducted a study of small groups (Edison, 2008). Tuckman identified the traditional five phases during project work: forming, storming, norming, performing, and Adjourning (Edison, 2008, p. 14). This paper will explore these four phases and their relationship with teamwork. Forming The first stage of team development is forming. In this stage people initially come together (Patnode, 2003). According to Patnode (2003), This stage begins with introductions and is typically characterized by questioning. Why are we here? What are we supposed to do? How are we going to get it done (p. 44)? Emotions that are commonly felt in this stage include nervousness, fear, and uncertainty (Paris, 2002). In this stage the trust level is very low. The teams interaction will be minimal and the productivity will be virtually nonexistent (Paris, 2002). Teams often stall in this phase. A good team leader needs to ensure that the members work to clarify the mission, goals and objectives (Bookman, 1992). Paris (2002) noted, five key leadership behaviors in this stage are: clear direction, vision, repetitious, clear messages, and encouragement (p. 20). Storming

TUCKMAN'S STAGES OF GROUP DEVELOPMENT

The second stage of team development is storming. The team enters this stage when problems arise. These problems may stem from perceptions, differences in information, roles or values that team members have (Bookman, 1992). According to Muligan (2009), At this stage team members are comfortable enough to openly disagree, and arguments can occur. This is not necessarily bad, though unmanaged the team productivity can slow down or stop (p. 1). This conflict can come as a result of the group interacting more, but members still lack much trust in each other. Subgroups or cliques may begin to form. This is bad for cohesion because it pits the members against each other. It is up to the group leader to move the team quickly through this stage (Paris, 2002). Norming Tuckmans third stage of group development is norming. During this stage, the group members are more comfortable with each other and they have a better understanding of what is expected of each member. They already established rules and routines for the group (Paris, 2002). For example, if the group agreed to meet every Wednesday at Starbucks from 6-7pm than every individual is expected to be there. The meeting would start on time and end on time. The group members would develop a sense of trust with each other. They would also gain respect and grow accustom to each others personality. An individual needs to be open minded to opinions and criticism. These are important aspect because if members do not trust each other, than the quality of the work will be poor or the work wont get done. If the group fails to be harmonious with each other, they would have to go back to the storming stage and fix the conflict there (Fall 2005). For example, if there is a slacker in your group that does not do their share, it affects the whole group because they would have to stop their own work and pick up the slackers workload. Than the group would have to go back to the storming stage and figure out

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what needs to be done in this situation. The group may lose motivation. When the goals and task meet in this stage, the group is able to move on to the next stage. Performing Following a successful norming stage characterized by acceptance, the group proceeds to the performing stage of development. In the performing stage, group members use the interpersonal skill they have developed as a tool to accomplish group goals (Fall, 2005, p. 321). The performing stage occurs when the group members have mastered and accepted each others strengths and weaknesses to work together and be successful. They can have an open line of communication. They would discuss whatever issue they have among each other and still be productive with their work. The group will be able to delegate their own task (Chapman, 2009). For example, in the earlier stages, there is a leader appointed to help keep the group in task. The leader would have to tell each group member what needs to be done and how it needs to be done. In the performing stage, members can do their own task without being told what to do. The group will have a sense of trust and unity with each other. Not every group will reach the performing stage, but when they do they would be successful (Fall, 2005). Adjourning The fifth and final stage of team development is adjourning. This stage is about the completion and disengagement of the group. It involves the dissolution of the team (Edison, 2008). It is the responsibility of all members to bring closure to the experience. There may be some bonding between group members. This bonding may lead to a sense of loss at disbanding the working relationship. Other professionals also refer to this stage as mourning (Bookman, 1992). Conclusion

TUCKMAN'S STAGES OF GROUP DEVELOPMENT

After 45 year, Bruce Tuckmans Stages of Group Development continue to be noted as a valuable insight into teamwork. By understanding the five phases defined by Tuckman both group leaders and members can better understand the dynamics of team building. This understanding will lead to the increased productivity and achievement of goals.

TUCKMAN'S STAGES OF GROUP DEVELOPMENT

References Bookman, B. (1992, August). Developing Teams. Training Today, 29(8), 12-13. Chapman, A. (2009). Tuckmans forming, storming, norming, performing four-stage model. Retrieved from http://www.businessballs.com. Edison, T. (2008, May). The Team Development Life Cycle. Defense AT&L, 37(3), 14-17. Fall, K., & Wejnert, T. (2005). Co-Leader Stages of Development: An Application of Tuckman and Jensen (1977). Journal for Specialists in Group Work. 30(4). p309-327. Muligan, S. (2009, December). Forming, Storming, Norming, Performing. Clinical Trials Administrator, 7(12), 1. Paris, M. (2002, October). Forming, Storming, Norming, and Performing as a Team. Fort Worth Business Press, 15(42), 20. Patnode, N. (2003, March). Can't Get to Performing With Out Storming:Working as a Team. Program Manager, 32(2), 42-45.