Bruce Tuckman's Four Stages Of Team Analysis

There are a large variety of team types and different studies distinguish them by certain characteristics such as the team's timespan, work cycle, and the nature of tasks among many others. For example, Torrington et al. (2002) differentiate the teams by their timespan (temporary or permanent), range of skills, and a task. They identify the four team types:

The features of effective team performance is set up through positive leadership, this is something which is developed and nurtured. An effective team will work together, be focused and all the time supporting each other along the way to achieve and reach goals. For a team to be effective, each team member needs to be clear on their roles and responsibilities relating to their job. Team performance will be more effective if there is respect for the leader/manager and each other. They must have a good understanding towards their job role and responsibility.

While finding a good balance, conflicts will most certainly arise. Conflict resolution strategies must be utilized, for the team to be effective and meet the goals and objective of their assignment. These conflicts may be more evident in certain types of teams more so than in others. Conflict is common when working in teams. Its is important to have team meeting in order to lay out potential problems and disagreements and prepare to support the teams final decision. (Weinstein, 2007)

People work in groups or teams everyday whether in their career, education, political organization, church, or any other social setting. Conflict while working in teams or groups is inevitable. When taking people of different backgrounds, personalities, moral, and ethical beliefs and putting them together in a group, conflict will arise. The key to achieving your team goals is to construct and conquer your goals with keeping the greater good of the team in mind. Conflict as it arises should be combated and abated through swift and thorough resolution techniques. When dealt with properly conflict resolution can give rise to a cohesive and productive team.

The features of effective team performance is set up through positive leadership, this is something which is developed and nurtured. An effective team will work together, be focused and all the time supporting each other along the way to achieve and reach goals. For a team to be effective, each team member needs to be clear on their roles and responsibilities relating to their job. Team performance will be more effective if there is respect for the leader/manager and an understanding towards their job role and responsibility. The leader/manager should also be aware of the skills or weakness within the team and be able to provide support were necessary and also utilise their

Conflict Levels – Effective teams maintain a perfect level of negative and positive conflicts. At times disagreement is encouraged to lessen the likelihood of groupthink.

The features of effective team performance is set up through positive leadership; something which is developed and nurtured. An effective team will work together, be focused and supportive of each other to achieve and reach goals. For a team to be effective, each team member needs to be clear on their roles and responsibilities relating to their job. Team performance will be more effective if there is respect for the leader/manager and an understanding towards their job role and responsibility.

To be an effective team, the leaders need to be organized in a team, so that the team members can have good relationships with other members. A leader also need encourage team members to analyze how to fix problem regarding to health care, and negotiate necessary changes structures of team can also affect the quality of team, such as skills and abilities.

Forming a team consists of interdependence, sharing responsibility (each group member is in charge of their own part), and working towards a common goal to achieve success. The stages of team formation are necessary for the team to grow together, to resolve problems, find solutions and to give results. Group development was established by psychologist Bruce Tuckman in 1965. He developed the stages of forming, storming, norming and performing. Adjourning is the fifth stage that was added ten years

In 1965, Psychologist Bruce Tuckman came up with a system to describe the formation of teams. Merriam-Webster defines a team generically as “a number of persons associated together in work or activity” (“Team,” n.d.). Every team, whether the cabinet of the President of the United States or a pee-wee football team, goes through Tuckman’s stages of “Forming, Norming, Storming, and Performing.” In 1970, he added a fifth stage of “Adjourning” to account for the breaking up of teams after they have fulfilled their reasons for being (Mindtools, n.d.) In business, teams are formed for departments, independent special projects, or specific duties such as the receiving team in a warehouse.

Teams are more than just groups of people assembled in the same area, they are a collection of individuals dedicated to a common purpose and with a series of detailed performance targets, working together with complementary skills. Teams of people are encountered in various scenarios, not just in the workplace, but also throughout life, such as sports, associations, charities and voluntary services.

Chapter 11 of Bazerman’s text, or Negotiator Cognition, discusses how negotiator’s can sometimes fail in reaching rational and amicable agreements. There are 6 common reasons that these negotiations fail, and the text discusses each one along with how one can look to correct these common mistakes. The six areas of focus are the fixed pie of negotiation, the framing of negotiation judgement, escalation of conflict, overestimating your value, self-serving biases and lastly, anchoring. The first of these common issues is the fixed pie of negotiation.

However, there were numerous people who were giving their opinions and I believed they would’ve been bettered suited for the role. I also felt frustrated that we took long to build some decisions that could’ve taken half the time. I believe as a group managed to accomplish the forming stage of Bruce Tuckman’s team development theory, as we formed the group and members became familiar with one another (Russ and Dickinson, 1999). During the next phase, which is storming, is where I believe we stagnated. During this phase we should’ve seen each other styles, ideas, goals and resolved any conflict (Russ and Dickinson, 1999). However, this is where I believe we went wrong, as having no leader meant conflict wasn’t resolved.

HW 5: 5 STAGES OF TEAM BUILDING Introduction In 1965, Bruce Tuckman developed the first four stages of team growth. He called these stages “Tuckman Stages,” based off of a study he conducted on research dynamics (Abudi, 2009). However, in 1977, a fifth stage, “adjourning,” was added to the four stages. The five stages that will be discussed are: forming, storming, norming, performing, and adjourning.

In many aspects of our life, it is pervasive to work in a team. No matter in company, school, or another type of team it is necessary to be a part of a team and to achieve a team goal by corporations. People join a team with different personalities, goals, values, beliefs and needs. On the one hand, these differences can be a valuable quality of teams. On the other hand, these same differences inevitably lead to different levels of conflicts as well.