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Bruce Tuckman’s Team Development

Bruce Tuckman’s Team Development. Background . Published four stage team development theory in 1965 and then added a fifth stage in 1975. Identified developing maturity, ability team relationships and leadership style and the effect on team performance. Forming .

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Bruce Tuckman’s Team Development

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  1. Bruce Tuckman’s Team Development

  2. Background • Published four stage team development theory in 1965 and then added a fifth stage in 1975. • Identified developing maturity, ability team relationships and leadership style and the effect on team performance.

  3. Forming • Roles & responsibilities unclear and processes often ignored. • High dependence on leader for guidance. • Little agreement on team aims other than those received from leader. • Leader must answer lots of questions relating to team’s purpose, objectives and external relationships.

  4. Storming • Team members fight for position as leader as they attempt to establish themselves within the team. • Decisions don’t come easily within the team. • Relationships or emotional issues distract from performance goals. • Compromise may be needed for progress.

  5. Norming • Roles/responsibilities clear/accepted – commitment and unity strong. • Agreement/consensus largely formed among the team who respond well to leader’s facilitation. • General respect for leader/some leadership shared by team – leader facilitates and enables. • Big decisions made by group agreement, smaller decisions delegated to individuals/sub teams. • Processes and working style discussed to achieve more. • Team may engage in fun or social activities.

  6. Performing • Team has a shared vision, and is clear about its purpose, focuses on over achieving goals and is strategically aware. • Decisions are based on criteria agreed with leader, who delegates and oversees tasks and projects. • High degree of autonomy without the need for instruction – necessary changes to processes and structure, and constructive resolution of relationship issues / disagreements are managed by the team. • Team members may ask for assistance with personal or interpersonal development. • Team members look after each other.

  7. Adjourning/Mourning/Deforming This stage was added in 1975 and talks about developing and managing a team: • Task successfully completed, teams purpose fulfilled – everyone can move on feeling good about their achievements. • Organisational recognition/sensitivity to peoples vulnerabilities and insecurities following the change, is extremely helpful at this stage.

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