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Bruce Tuckman's Theory Of Group Dynamics

700 Words3 Pages

Bruce W. Tuckman was an educational psychologist, who carried out research in the theory of Group Dynamics. In 1965, he devised a model that describes how a group of individuals can develop into a team. This model defines four stages illustrating the team development process: Forming, Storming, Norming and Performing. These are the four predictable stages that a group of people will go through as it develops into an integrated team. The speed of transitioning from one stage to the next is strongly dependent on the Team Leader’s awareness, skills and competencies in managing the cycle. Forming Forming is the first stage in team development. In this stage, individuals are transitioning from the status of ‘individual’ to that of a team member. …show more content…

There may be some level of resistance to the task and the team leader may be challenged. This is the stage where control and personality issues surface in the form of difficulties, which the team must confront and resolve. While teams in the storming stage may be improving their task skills, productivity is likely to be low until pending interpersonal issues are resolved. It is important during this stage to do teambuilding to help the team learn to work together. This can be achieved through specific, structured teambuilding activities, or through standard team activities that help the members understand each other better. Examples include working together to define roles, responsibilities, policies, and procedures for the team. In addition, developing a mission statement and team norms may help the team navigate through the storming stage by surfacing and resolving issues and concerns as they …show more content…

This is a state where the whole is said to be greater than the sum of the parts: the team now has synergy. Members are prepared to extend themselves for their colleagues and for the team. There is rapport and team members are much closer to each other. Task skills and interpersonal skills are excellent. The teaming principles have been internalized and become an integral part of the way the team operates. Trust is high, communication is open, and productivity is at its maximum. At this stage, the Team Leader must recognize and support members’ competence and accomplishment, by delegating tasks and responsibilities. This may be done in the form of challenges; in such a way as to ‘raise the bar’ and help team members grow to their full

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