Team Development Model – Bruce Tuckman 1965

Dr Bruce Tuckman created the Forming Storming Norming Performing theory to explain the development and behaviour of a working team.

The Team are highly dependent on leader for guidance and direction. Little agreement on team aims other than received from leader. Individual roles and responsibilities are unclear. Leader must be prepared to answer lots of questions about the team’s purpose, objectives and external relationships. Processes are often ignored. Members test tolerance of system and leader. Leader directs.

Storming ”“ Stage 2

Decisions don’t come easily within the group. Team members vie for position as they attempt to establish themselves in relation to other team members and the leader, who might receive challenges from team members. Clarity of purpose increases but plenty of uncertainties persist. Cliques and factions form and there may be power struggles. The team needs to be focused on its goals to avoid becoming distracted by relationships and emotional issues. Compromises may be required to enable progress. Leader coaches.

Agreement and consensus largely forms among a team, who respond well to facilitation by leader. Roles and responsibilities are clear and accepted. Big decisions are made by group agreement. Smaller decisions may be delegated to individuals or small teams within the group. Commitment and unity is strong. The team may engage in fun and social activities. The team discuss and develops its rocesses and working style. There is general respect for the leader and some of leadership is more shared by the team. Leader facilitates and enables.

The team is more strategically aware; the team knows clearly why it is doing and what it is doing. The team has a shared vision and is able to stand on its own feet with no interference or participation from the leader. There is a focus on over-achieving goals, and the team makes most of the decisions against criteria agreed with the leader. The team has a high degree of autonomy. Disagreements occur but now they are resolved within the team positively and necessary changes to processes and structure are made by the team. The team is able to work towards achieving the goal, and also to attend to relationship, style and process issues along the way. Team members lookafter each other. The team does not need to be instructed or assisted. Team members might ask for assistance from the leader with personal and impersonal development. Leader delegates and oversees.

 Adjourning ”“ Stage 5

Tuckman’s fifth stage, Adjourningm is the break-up of the group, hopefully when the task is completed successfully, its purpose fulfilled, everyone can move on to new things, feeling good about what has been achieved. From an organisational perspective, recognition of and sensitivity to people’s vulnerabilities in Tuckman’s fifth stage is helpful, particularly if members of the group have been closely bonded and feel a sense of insecurity or threat from this change.