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Team Development

The document discusses Tuckman's model of team development which outlines 5 stages - forming, storming, norming, performing, and adjourning. It provides details on the themes, behaviors, outcomes, leader's role, and tasks for each stage.

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utkarsh Kumar
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16 views

Team Development

The document discusses Tuckman's model of team development which outlines 5 stages - forming, storming, norming, performing, and adjourning. It provides details on the themes, behaviors, outcomes, leader's role, and tasks for each stage.

Uploaded by

utkarsh Kumar
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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Team Development

BY UTKARSH KUMAR
"None of us is as smart
as all of us."
ROLL NO.: 20235018
Ken Blanchard
EXECUTIVE – MBA
SOM - PDEU
Team and Its’ Characteristics
 A team is a special type of group having a small number. – Preferably 2 - 8, of
people who are interacting and influencing each other to work for a common
goal.

 Team is two or more people who interact,


interdependent and who have
similar goals /objectives to be accomplished
Building High Performance Teams

 A small number of people


with complementary skills
who are committed to a
common purpose,
performance goals,
and a common approach
for which they hold themselves mutually accountable.
Stages of team development
Tuckman Model
 Every group will go through some part of each stage
• The more the group members know each other and have worked
together before, the less time spent in the first three stages.

 Each stage is critical to the team’s development


• Skipping the first three stages may limit high performance

 The stages often play out simultaneously or in different order.


• A team may start out by storming if the forming stage is not given attention and
time. A team may Norm and then Storm about another issue or part of the
team’s charge.
 With many events and changes, the process repeats
• New Team members, major change in goals, etc.
Tuckman Model
Forming – Raising Awareness

 Theme: Orientation
 Behaviors Desired: Commitment to group goals as task behavior, friendliness and concern
about others and interest in relationship with others

 Outcomes Desired: Commitment and acceptance of team and of others


 Actions and Activities: Learning what’s expected
 Leader’s Role: High-task, low-relationship to compensate for low follower readiness
 Leaderships Skills and Techniques: Value clarification, visioning, communication through myth and
metaphor, and goal setting to develop acceptance and commitment as individuals need to
understand how they relate to team and team’s relationship to organization
 Task of Individual: getting acquainted, assessing strengths and weaknesses, participating in goal
setting
Storming – Conflict

 Theme: Resistance
 Behaviors Desired: Acknowledgment and confrontation of conflict openly at task level and listening with
understanding to others at relationship level
 Outcomes Desired: Clarification and belonging
 Actions and Activities: Leadership struggles, incomplete communication, arguments and personalizing events;
members appear confused and dissatisfied and output is low
 Leader’s Role: Maintaining adequate production while building group cohesion requires high-task, high
relationship
 Leadership Skills and Techniques: Active listening, assertiveness and conflict management to resolve stage
two issues, and flexibility and creativity to support open environment and set climate for new ideas
 Task of Individual: Listening actively and attentively to all viewpoints, supporting the development of and
encouraging supportive environment for the expression of ideas, confronting and managing disagreements to
clarify purposes, roles and procedures
Norming – Cooperation
 Theme: Cohesion
 Behavior Desired: Inclusion of others in decision making to meet task needs, recognition and respect of
differences to meet relationship needs
 Outcomes Desired: Involvement and support
 Actions and Activities: Open exchange of feelings, facts, ideas, preferences and support; less dissatisfaction as
ways of working together are clarified
 Leader’s Role: Low-task, high relationship to promote participation and involvement, providing more
opportunities for group members to take responsibility
 Leadership Skills and Techniques: Use of the techniques of playfulness and humor, entrepreneurship and
coalition building (networking) promote involvement and support communication, feedback and affirmation
 Task of Individual: Appreciation of differences, recognition of group success as source of personal power and
resources, use of feedback to support collaborative working relationships, greater involvement in decision-
making
Performing – Raising Awareness
 Theme: Interdependence
 Behaviors: Contribution and valuing of new ideas and the ideas of others
 Outcomes: Achievement and pride
 Actions and Activities: Working collaboratively to challenge their potential; celebrating
 success in the achievement of more complex goals helps sustain enthusiasm and maintain momentum
 Leader’s Role: Delegation reduces need for interaction with staff to low-task, low relationship
 Leadership Skills and Techniques: Problem solving, planning, and decision making skills provide
opportunities for achievement; mentoring helps to foster achievement in others
 Task of Individual: sharing in group accomplishments and productivity lead to sense of satisfaction
and pride
Adjourning – Parting Ways
Theme: Disengagement
Behaviors: Anxiety, reluctance
Outcomes: The team briefs and shares the improved process during this phase
Actions and Activities: When the team finally completes that last briefing,
there is always a bittersweet sense of accomplishment coupled with the reluctance to say good–bye.
Leader’s Role: Take time to celebrate the team’s achievements - you may work with the members
again and it’s great if past experiences are viewed in a positive light.
Leadership Skills and Techniques: The Experience, learnings, and new processes will be syndicated.
Exit Criteria should be defined
Task of Individual: Self Evaluation
Tuckman Model
Other Tuckman Topics

 Team Changes
A change in a team members can reset the team building
process back to Forming.
 Team Persistence
Getting through the formation process requires leadership
and team members to be persistent and conscious about
working on team issues.

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