A classic approach to team development and
processes was originally formulated by Bruce Tuckman in the 1960s and updated
in the 1970s. Whilst the model has been around for a long time it is widely
regarded as a definitive approach to helping us understand the different stages
that teams go through in their development. By understanding this development
process, managers can adopt different strategies to help guide their teams
through the various stages.
Tuckman’s model is based on four
sequential stages of development that all teams experience:
Forming stage
Storming stage
Norming stage
Performing stage
Tuckman’s model advocates a range of specific
actions to support each development phase. By adopting these strategies a
manager can optimize the team’s performance. The critical point comes in
recognizing the development stage the team is in. Listed below are the classic
characteristics and leadership team actions associated with each of the four
stages.
The forming stage
(Newness,
honeymoon, impersonal)
Behavioural characteristics:
Politeness.
Superficiality, reserved.
Avoiding controversy.
Suspense – what’s going to
happen to me?
Withholding of information.
Watchful of other members –
guarded position.
Relatively low levels of involvement and
participation.
Fear, anxiety, nervousness.
Dependence on the leader to get
things moving.
Providing direction: moving the
team from the comfort of nonthreatening topics to encountering the risk of
disagreement and potential conflict.
Team and people issues:
Inclusion – will I be included?
Who are these people?
What will happen to me?
Am I going to enjoy this
experience?
Strategies to help a team move through this phase:
Establish a clear sense of
direction and performance goals.
Identify the resources available
to the team.
Effect introductions – ‘break
the ice’ and get people co-operating.
Build a supportive and open
atmosphere.
Identify relevant parties and
stakeholders outside the team.
Clarify individual roles,
expectations and objectives.
Get the team doing things
together.
The storming stage
(CHALLENGE, CONFLICT,
COMPETITION, DIFFICULTIES)
Behavioural characteristics:
Feeling stuck: “What are we
supposed to be doing here?”
“I’m fed up with this”
feelings being expressed.
Opting out of proceedings.
Resistance to requests for help
and co-operation.
Competitive behaviour between
team members.
Sub-groups developing.
Jockeying for position – who’s
in charge here?
Differences being expressed
openly.
The team leadership issues:
Feelings of loss of control.
People opt out or drop out.
Loss of momentum and impetus.
Challenging the leader.
Resistance to move things on.
Team and people issues:
Allowing the team the
opportunity to vent negative feelings.
Search or battle for control and
influence.
Leadership of the team –
avoiding too long a vacuum.
Sense of frustration and loss of
direction.
Strategies to help a team move through this phase:
Allow the dispute to continue
for a while – the team need to vent – it is OK!
Re-establish and confirm the
team’s mission and objectives – why we are here.
Clarify the leadership role.
Clarify roles, responsibilities
and expectations.
Promote real listening amongst
the team.
Establish required team
procedures and processes.
Provide positive feedback.
Manage the conflict
constructively – identify the issues.
Stay relaxed and calm – see this
stage as natural and positive.
Move the team from ‘testing and
proving’ to a ‘problem solving mentality’.
The norming stage
(MATURING, SHARING, GETTING DOWN
TO BUSINESS)
Behavioural characteristics:
Give and take amongst team
members.
Acceptance and agreement on
roles and responsibilities.
Procedures and processes
understood by all.
Ground rules for meetings are
set and adhered to.
Working together.
Group decision-making is
generated by quality discussions.
Increased levels of active
listening occur.
The team leadership issues:
Inter-dependence between members
and the leader.
Sharing and completing work
together.
Shaping the team as an effective
unit.
Team and people issues:
Support and acceptance of
others.
Sharing perspectives, feelings
and ideas.
Soliciting and giving feedback
to each other.
Creativity and innovation
increasing.
Openness.
Positive feelings about being
part of the team.
Mutual support.
Strategies to help a team move
through this phase:
Demonstrate ‘give and take’ amongst
team members.
Discuss team processes and
dynamics.
Ask for input versus ‘telling’.
Focus on team goals and
objectives when conflicts arise.
Demonstrate openness to
feedback.
Re-establish roles and
responsibilities.
Confront issues.
The performing stage
(UNITY, CONFIDENCE, MATURITY,
HIGH ENERGY)
Behavioural characteristics:
High performance and
productivity through problem solving strategies.
Strong mutual support and
co-operation.
Giving and receiving feedback.
Lots of emotional and task
support evident in team working.
Follow through with regard to commitments and
action plans.
Strong team identity, spirit,
pride and cohesion.
All team members contribute.
Flexibility in outlook and
approach.
Compliance of the norming stage
is replaced by commitment.
The team leadership issues:
Inter-dependence of the team and
leader.
Role of the leader –
redundancy?!
Need to stand back – delegate
and empower.
Commitment.
Risk taking.
Trust and support.
Strategies to
help a team move through this phase:
Delegate, coach and develop team members.
Enhance openness.
Promote supportive and creative confrontation of ideas.