Tuckman Model: Forming, Storming, Norming, and Performing

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Tuckman model: Forming, storming, norming, and performing I am an US Army recruiter. I am currently working on a team that has existed for two years: we a close-knit group. Our mission is to inform potential recruits of the rewards and challenges of being a part of the US Army, and if they decide to serve, to guide them through the induction process and prepare them for basic training. Given the relatively long duration of time my team has existed, I was not surprised that our scores indicated we were in the 'performing' mode of group performance. Our scores on the Teamwork Survey were as follows: Forming Stage 13 Storming Stage 20 Norming Stage 30 Performing Stage 34. Tuckman's multi-stage model is based upon the ability of the subordinate group members to perform autonomously, without outside intervention from the leadership. During the 'forming' stage, there is "high dependence on leader for guidance and direction. [There is] 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" (Chapman 2009). The heavy emphasis on hierarchical leadership was certainly true of the group of which I am a member: the Army has very rigorous standard operating procedures that must be obeyed, and thus a high level of direction was needed to

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