Team Development

Creating Effective Teams: a Guide for Members and Leaders is a book by Wheelan (2013) designed to do as the title states; guiding members and leaders to create effective teams. Wheelan (2013) begins the book by highlighting the reasons that groups are important. Wheelan (2013) states that throughout history, “Groups have played a major role in both the survival of human beings and the development of human culture” (p. 1). The majority of the book is based on 4 stages that create a group of individuals into an effective team. The first stage is called dependency and inclusion. According to Wheelan (2013), the first stage of the group is

Tuckman’s stages of group development is a theory believes there are five stages of a group. The stages are form, storm, norm, perform and adjourn. These stages have to be met to build group solidarity. When solidarity within the team is strong, it promotes collaboration, engagement and cooperation which then helps to build competence, autonomy and

The features of effective team performance are set out in Brian Tuckman’s phases of team development theory, ‘Forming, Storming, Norming, Performing.’ This outlines the phases that a team will go through in order to become effective and reach maturity. At the ‘Forming’ stage of team development individual roles and responsibilities are unclear and each member of the team is concerned to avoid conflict with each other. From this point the team will go through the ‘Storming’ phase which is when they start to conflict as individuals put forward ideas which will be challenged by others in a bid to gain power and position over others. After this the ‘Norming’ phase follows and it is at this point that individual roles are defined and accepted

Tuckman (1965) proposed that when developing teams, groups proceed through four general stages of development, namely: Forming, storming, norming and performing.

The five stages of team development were first introduced by Bruce Wayne Tuckman in 1965. His research into the way teams function and coordinate provided reoccurring trends towards very specific points in the life of a team, which became the premises of each of the first four “Tuckman’s Stages.” The fifth stage was co-created by Mary Ann Jensen over a decade later. The five stages discussed in this essay are as follows: Forming, Storming, Norming, Performing, and Adjourning.

Bruce Tuckman suggests that there are four stages of team development; Forming, Storming, Norming and Performing. At the forming stage, the team needs to mature and allow relationships to establish. Everyone’s position is currently unclear so the leader must be ready to answer questions and give a lot of guidance. The storming stage is where goals need to be set. At this stage each team member is trying to establish themselves within the group however this can cause friction and power struggles. Emotional issues need to be ignored in order to achieve goals. At the norming stage, the team members are clear on what their role within the group contains. They’ve gained respect for their leader and other members in the group and make decisions together.

First, here is a summary of the development stages of a team. In the forming stage, team members come togetherand form initial impressions. They socialize in order to get to know each other and bond with other team members. In the storming stage, team members experience hostility and infighting over tasks and how the team works. In the norming stage, team members start to come together and realize what needs to be accomplished. In the performing stage, team members are well-organized and well-functioningand maintain a positive balance. In the adjourning stage, team members achieve closure when the project is accomplished.

Bruce Tuckman is the theorist who designed the ‘Forming Storming Norming Performing’ theory in 1965. He added a fifth stage, adjourning, in the 1970s. This theory is based and focused on team development and behaviour, and the stages and changes the team makes as they mature and grow. It emphases that relationships will establish, and the leader changes their leadership style as the team progresses. This development of team behaviour and management style can be seen plainly in the Tannenbaum and Schmidt Continuum, how the authority and freedom extended by the leader to the team grows while the control of the leader decreases.

Group development begins with the forming stage where members ask questions, get to know each other and discover acceptable behaviors. The storming stage, or second step, is the period where there may be emotional outbreaks and tension within the group. This progresses to the third or norming stage where team members start to work together as a unit, the performing stage where the team is well integrated and functioning as a team. And lastly the adjourning stage when the team is ending as a group and group accomplishments are celebrated.

The developmental stages of a group can be viewed through the team-development model forming, storming, norming, performing and adjourning (Tuckman, 1965) but as each group is unique, these stages may not run concurrently.

Outline the process of team development according to (Tuckman) the process of team development is in 4 stages and the development is as below

Teamwork is essential to the smooth running of many projects, organisations and companies. Much research has been conducted into the effectiveness of teams and their contributions to organisational success.

As mention earlier, Tuckman’s stages for developing teams was the blueprint for building effective teams. Tuckman argued that these stages were necessary to building highly effective teams (LAW, 2007). The stages were “Forming, Storming, Norming, Performing and Adjourning”. (Tuckman, 65). In the forming stages where the team meets, the teams outline the goals and agree on team roles, rules a guideline for decision making. The next stage in the model was the storming stage, this is where conflict is met, and goals are established. Conflict will arise in this stage and the team leader must facilitate the discussion and ensure that there is a common understanding of agreements. Once the team has accepted the goals, roles and rules, the team starts the norming stage this is where they begin to work in a positive direction. The leader coaches and

This is an analysis of a scenario against a backdrop of the need of merging teams for their complementary skills brought together in working towards a singular goal that they are accountable mutually towards containing inherent challenges in their team’s formations. In a memorable phrase contained in his 1965 article, entitled, “Developmental Sequence in Small Groups,” psychologist Bruce Tuckman coined the

A team is a group of people working together to achieve the same objectives. Katzenbach and Smith state in their report The Discipline of Teams (1993) that ‘the essence of a team is common commitment. Without it, groups perform as individuals; with it, they become a powerful unit of collective performance.’ Throughout this study, I will analyse the many different advantages and disadvantages of working in teams and its effects on team members and their performance and commitment within the team. I will consider many different aspects of team work and refer to certain established theories in