Bruce Tuckman's 1965 Team-Development ModelBackground InformationDr Bruce Tuckman published his 'Forming, Storming, Norming, Performing' model in 1965. He later added a fifth stage, Adjourning, in the 1970s. Show
The 'Forming, Storming, Norming, Performing' theory is an elegant and helpful explanation of team development and behaviour. Similarities can be seen with other models, such as Tannenbaum and Schmidt Continuum and especially with Hersey and Blanchard's Situational Leadership® model, developed about the same time. Both of these theories and how they overlap with Tuckman's model will be briefly outlined below. Why is Tuckman's Model useful?Tuckman's model explains that as the team develops maturity and ability, relationships establish, and the leader changes leadership style. Beginning with a directing style, moving through coaching, then participating and finishing with delegation, at which point they are almost detached. At this point, the team may produce a successor leader and the previous leader can move on to develop a new team. This simple overview of the Tuckman 'Forming, Storming, Norming, Performing' model offers a simple way to understand how groups develop. Tuckman's model is especially helpful in training people on group work, thus enabling groups to fulfil their full potential. Related Resources and Theories
What are the Four Stages of Team Development?The progression is:
Below the features of each phase will be outlined in detail. Stage 1: FormingThis stage is classified by:
Stage 2: StormingThis stage is classified by:
Stage 3: NormingThis stage is classified by:
Stage 4: PerformingThis stage is classified by:
Tuckman's Model of Team Development DiagramThis is a diagram of Tuckman's four stages of team development. Below is an outline of the fifth stage, which Tuckman only added later after refining his theory. Stage 5: AdjourningBruce Tuckman refined his theory in 1975 and added a fifth stage to the 'Forming, Storming, Norming, Performing' model: Adjourning. This is also referred to as Deforming and Mourning. Adjourning is arguably more of an adjunct to the original four-stage model rather than an extension - it views the group from a perspective beyond the purpose of the first four stages. The Adjourning phase is certainly very relevant to the people in the group and their well-being, but not to the main task of managing and developing a team, which is more central to the original four stages. Tuckman's fifth stage, Adjourning, is the break-up of the group, once the task is completed successfully and its purpose fulfilled.
Hersey and Blanchard's Situational Leadership®The classic Situational Leadership® model of management and leadership style also illustrates the ideal development of a team from immaturity (stage 1) through to maturity (stage 4). According to this model, the leadership style progressively develops from relatively detached task-directing (1), through the more managerially-involved stages of explanation (2) and participation (3), to the final stage of relatively detached delegation (4), at which time ideally the team is largely self-managing, and contains at least one potential management/leadership successor. The aim of the leader or manager is, therefore, to develop the team through the four stages, and then to progress on to another role. The model also illustrates four main leadership and management styles, which a good leader can switch between,
depending on the situation (i.e., the team's maturity relating to a particular task, project or challenge). Background and Resources
Tannenbaum and Schmidt ContinuumThe Tannenbaum and Schmidt Continuum also correlates or overlaps with the models above in the sense that management style tends to offer more freedom as the group matures. The diagonal line loosely equates to the dotted line on the other two models. As the team matures and becomes more self-sufficient and self-directing, so the manager's style should react accordingly, ideally becoming more detached, more delegating, encouraging and enabling the group to run itself, and for a successor to emerge. See the Tannenbaum and Schmidt page for more detailed notes about this model. Other Resources Relevant to Team Development
See also
Situational Leadership® is a trademark of the Centre for Leadership Studies. Situational Leadership II® is a trademark of The Ken Blanchard Companies. Use of material relating to Situational Leadership® and/or Situational Leadership II® requires licence and agreement from the respective companies. © Bruce Tuckman 1965 original 'Forming-storming-norming-performing' concept; Alan Chapman 2001-2013 review and code. Thanks to S Doran for the suggestion. And thanks also C Lloyd for pointing out the error in these diagrams, duly corrected Aug 2008 - storming and norming were inverted. What are the characteristics of the forming stage quizlet?What are the characteristics of the forming stage? Members get to know each other. Members focus on gaining acceptance. Members try to avoid conflict.
What are the two of the main characteristics of the forming stage?The forming stage involves a period of orientation and getting acquainted. Uncertainty is high during this stage, and people are looking for leadership and authority. A member who asserts authority or is knowledgeable may be looked to take control.
What are the characteristics of the storming phase?In the storming stage, people start to push against the established boundaries. Conflict or friction can also arise between team members as their true characters – and their preferred ways of working – surface and clash with other people's.
What is an example of the forming stage?The first stage is forming, which is when the members within the team first come together to meet. It can be considered the period of orientation when everyone is getting to know one another and becoming acquainted. Think of the forming stage like the first day of school or the first day at a new job.
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