Ontwikkelingsfasen Team / Tucker Model
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Groeiproces binnen een team. Vaste volgorde om uit te groeien tot een zelfsturend team doch niet elk team bereikt die fase.Van sociaal-emotioneel naar taakgericht.
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Ontwikkelingsfasen Team / Tucker Model
- 1. Team ontwikkelingsfasen 1 Forming Storming Norming Performing Van sociaal - emotioneel … naar doelgericht werken
- 2. Weet dat…. Dit is een natuurlijk proces dat elk team doormaakt Team kan terugvallen op een voorgaande fase Leider past best zijn stijl aan volgens de ontwikkelingsfase van zijn team 2
- 3. High Guidance High Direction ……er wordt niet veel gerealiseerd Gereserveerd gedrag Tekort aan duidelijkheid omtrent rollen en doelstellingen Veel vragen Weinig of geen processen in plaats De wens voor aanvaarding Vermijden van conflicten, controverse, problemen Geen gevoel van urgentie De toekomst is niet duidelijk - “mistig” Comfortabele fase Geduld, verdraagzaamheid en maturiteit Forming team
- 4. CONFRONT High Direction High Support Minder gereserveerd gedrag Conflict, geen eensgezindheid Weerstand-concurrerende ideeën Doelstellingen duidelijker maar nog onzekerheden Kliekjes Tekort aan vertrouwen Veel emoties Veel energie en ideeën Nood aan structuur, en regels Focus op de doelstellingen Storming Team
- 5. RESOLVE Less Direction High Support Gemeenschappelijke doelstellingen, rollen en verantwoordelijkheden duidelijk Kliekjes lossen op Processen in plaats Team is geëngageerd en luisteren, begrijpen en ondersteunen elkaar Ideeën worden uitgewerkt Algemeen respect voor leidinggevende Cohesie-effectief Norming Team
- 6. TRUST Less Direction Self Support Duidelijke missie en doelstellingen Opereren als een eenheid Hoge graad van autonoom werken – leiding is eerder participerend Loyaal-nemen zelf veel beslissingen Wederzijds vertrouwen en ondersteuning Excellente communicatie Geven en ontvangen van dagelijkse feedback ”Geen schuld” cultuur Motiveren Performing Team
Editor's Notes
- Cfr. Opbouw in een relatie Forming: wittebroodsweken: alles kan. Verwachtingen zijn erg hoog Storming: shit, een aantal dingen kunnen niet. Waarom pakt hij/zij haar/zijn ouders niet aan over … Verwachtingen moeten bijgesteld worden Norming: hoe pakken we de dingen aan? Hoe gaan we om met… Performing: goed functionerend gezin Tuckman’s model - 1965 Bruce Wayne Tuckman (born 1938) has carried out research into the theory of group dynamics. In 1965, he published one of his theories called "Tuckman's Stages". In 1977, he added a fifth stage named Adjourning. He is currently Professor Emeritus of Educational Psychology at the Ohio State University, where he is also Founding Director of the Walter E. Dennis Learning Center. He tried to introduce several kinds of theories like Tuckman's Teamwork Theory. According to the Tuckman's Teamwork Theory there are 4 phases mainly such as Forming, Storming, Norming , Performing, Review these stages with the slides, start by asking: When you meet a person for the first time, do you meet the real person – why not?” Explain that it’s no different when a team forms What do you notice when a group of people come together for the first time? Looking for - reserved, careful, holding some things back, getting the measure of each other, perhaps some rivalry, etc. The team will also be questioning: “what is expected of me?”, “what do we need to achieve?”, “how do I relate to him?” and so on. The questions may remain unspoken but are there nevertheless. The leader will be the focus for many of these questions and the team will be looking for the leader to give them direction and clarity. Tuckman is er van overtuigd dat een team verschillende stadia moet doorlopen om uiteindelijk effectief samen te kunnen werken en te functioneren, wat leidt tot een hogere kwaliteit. Daardoor neemt de dynamiek in een team toe. Pas nadat een team de verschillende stadia heeft doorlopen en gezamenlijk goed presteert, kunnen zij vanuit de vijfde fase afscheid van elkaar nemen en een eventuele samenwerking aangaan met andere teams. VOLGORDE Tuckman´s stages geeft inzicht in de ontwikkeling van een team door de tijd heen. Volgens Tuckman moeten de fasen in een vaste volgorde worden doorlopen. Pas dan kan een team optimaal functioneren. Zolang een team geen gezamenlijke conflicten heeft doorgemaakt en geen gedragsnormen heeft vastgesteld, zal het nooit goed presteren. KRITIEK OP DE BENADERING VAN HET MODEL Omdat Tuckman´s stages vooral van toepassing is op relatief kleine groepen (3 tot 12 personen) is het niet geheel duidelijk hoe de groepsdynamiek zich ontwikkelt van grotere groepen. Daarnaast blijkt dat groepsprocessen zich in praktijk lang niet zo lineair ontwikkelen zoals Tuckman beschrijft, maar eerder cyclisch. En soms is het geheel onduidelijk wanneer een team overgaat naar een andere fase. Ook geeft Tuckman geen advies over het tijdsbestek van de verschillende fasen.
- The process is not linear, teams may become stuck at any stage or slip back to earlier stages as they face new challenges and if the team composition changes. Explain that the stages are a “natural” process – like the seasons in the year - that all teams go through; and that there is no choice to “skip” a stage. However, Levelling is avoidable. A team’s life is therefore cyclical. A change of team membership means the team moves back to Forming. However, the further along the continuum the team is, the faster it will be able to get back there. So team development is often a “two steps forward and one step back” process. The leader needs to flex their style and behaviours according to the stage of development of the team. Exercise: (25 mins) Post 4 flipcharts around the room each headed with one of the stages. Divide the group into 4 sub-groups, and ask them to take one flipchart. Ask each group to consider that stage of the process and discuss actions the leader should take to help the team move into the next stage (or in the case of Performing, stay there). After a few minutes discussion ask them to write no more than two bullet points on the flipchart. Then move all the teams on one flipchart each and add one or two further bullet points. Continue to rotate the groups around the flipcharts until they are back at their original flipchart. Then take ONE key idea for each stage from each group and get them to explain why they chose that one. (ie “if you could only do one thing as a leader with a team at that stage, what would it be and why?”) Add your own comments and summarise with the slide.
- VB Fusie Rothmans en BAT – verkoop ploegen – 2 verschillende ploegen(Cultuur – wow – doelstellingen) Amsterdam opstart (nieuwe kantoren-mensen-vs weing concreets) Explain the behaviours seen during Forming and the reasons for these behaviours. Ask the group for their own illustrations and examples. As the team develops so they move into Storming. In deze fase zou thuiswerk nt de beste optie zijn / weinig doelstellingen en controle Ask: How do people’s behaviours change once they become more comfortable with each other? What might you observe in a team at this stage? Stage 1 – Forming- they are teams that are in this stage for ages and never goes to the next ones High dependence 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. Individual behaviour is driven by a desire to be accepted by the others, and avoid controversy or conflict. Serious issues and feelings are avoided, and people focus on being busy with routines, such as team organisation, who does what, when to meet, etc. But individuals are also gathering information and impressions - about each other, and about the scope of the task and how to approach it. This is a comfortable stage to be in, but the avoidance of conflict and threat means that not much actually gets done. Tuckman's group development model [edit] Forming (wickepedia) In the first stage of team building, the forming of the team takes place. The individual's behavior is driven by a desire to be accepted by the others, and avoid controversy or conflict. Serious issues and feelings are avoided, and people focus on being busy with routines, such as team organization, who does what, when to meet, etc. Individuals are also gathering information and impressions - about each other, and about the scope of the task and how to approach it. This is a comfortable stage to be in, but the avoidance of conflict and threat means that not much actually gets done. The team meets and learns about the opportunities and challenges, and then agrees on goals and begins to tackle the tasks. Team members tend to behave quite independently. They may be motivated but are usually relatively uninformed of the issues and objectives of the team. Team members are usually on their best behavior but very focused on themselves. Mature team members begin to model appropriate behavior even at this early phase. Sharing the knowledge of the concept of "Teams - Forming, Storming, Norming, Performing" is extremely helpful to the team. Supervisors of the team tend to need to be directive during this phase. The forming stage of any team is important because, in this stage, the members of the team get to know one another, exchange some personal information, and make new friends. This is also a good opportunity to see how each member of the team works as an individual and how they respond to pressure. [edit] Storming Every group will next enter the storming stage in which different ideas compete for consideration. The team addresses issues such as what problems they are really supposed to solve, how they will function independently and together and what leadership model they will accept. Team members open up to each other and confront each other's ideas and perspectives. In some cases storming can be resolved quickly. In others, the team never leaves this stage. The maturity of some team members usually determines whether the team will ever move out of this stage. Some team members will focus on minutiae to evade real issues. The storming stage is necessary to the growth of the team. It can be contentious, unpleasant and even painful to members of the team who are averse to conflict. Tolerance of each team member and their differences should be emphasized. Without tolerance and patience the team will fail. This phase can become destructive to the team and will lower motivation if allowed to get out of control. Some teams will never develop past this stage. Supervisors of the team during this phase may be more accessible, but tend to remain directive in their guidance of decision-making and professional behavior. The team members will therefore resolve their differences and members will be able to participate with one another more comfortably. The ideal is that they will not feel that they are being judged, and will therefore share their opinions and views. Normally tension, struggle and sometimes arguments occur. [edit] Norming The team manages to have one goal and come to a mutual plan for the team at this stage. Some may have to give up their own ideas and agree with others in order to make the team function. In this stage, all team members take the responsibility and have the ambition to work for the success of the team's goals. [edit] Performing It is possible for some teams to reach the performing stage. These high-performing teams are able to function as a unit as they find ways to get the job done smoothly and effectively without inappropriate conflict or the need for external supervision. By this time, they are motivated and knowledgeable. The team members are now competent, autonomous and able to handle the decision-making process without supervision. Dissent is expected and allowed as long as it is channeled through means acceptable to the team. Supervisors of the team during this phase are almost always participative. The team will make most of the necessary decisions. Even the most high-performing teams will revert to earlier stages in certain circumstances. Many long-standing teams go through these cycles many times as they react to changing circumstances. For example, a change in leadership may cause the team to revert to storming as the new people challenge the existing norms and dynamics of the team. Uitbundigheid Niet genoeg uren in een werkdag Angst omtrent: Waar gaan we heen Wat is mijn plaats in het team Wat is het plan
- Behaviours are less guarded and some frustrations may be setting in as the team may not have achieved a great deal yet. Storming is characterised by conflict and the formation of cliques, but is a time of energy and ideas which compete for air time and acceptance. Storming can be un-nerving for the leader and the team, but teams should be reassured that the stage is necessary and unavoidable, if a little uncomfortable. Explain that you’ll be exploring techniques for Resolving Conflicting Needs” in more detail on Day 3 After the storm the skies begin to clear as the group move into Norming. Stage 2 - Storming Individuals in the team can only remain nice to each other for so long, as important issues start to be addressed. 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. Some people's patience will break early, and minor confrontations will arise that are quickly dealt with or glossed over. These may relate to the work of the group itself, or to roles and responsibilities within the team. Some will observe that it's good to be getting into the real issues, whilst others will wish to remain in the comfort and security of stage 1. Depending on the culture of the organisation and individuals, the conflict will be more or less suppressed, but it'll be there, under the surface. To deal with the conflict, individuals look for structural clarity and rules to prevent the conflict persisting. Compromises may be required to enable progress. Decisions don't come easily within the team. Nevertheless, a stage characterised by high energy and often plenty of ideas! Storming Every group will next enter the storming stage in which different ideas compete for consideration. The team addresses issues such as what problems they are really supposed to solve, how they will function independently and together and what leadership model they will accept. Team members open up to each other and confront each other's ideas and perspectives. In some cases storming can be resolved quickly. In others, the team never leaves this stage. The maturity of some team members usually determines whether the team will ever move out of this stage. Some team members will focus on minutiae to evade real issues. The storming stage is necessary to the growth of the team. It can be contentious, unpleasant and even painful to members of the team who are averse to conflict. Tolerance of each team member and their differences should be emphasized. Without tolerance and patience the team will fail. This phase can become destructive to the team and will lower motivation if allowed to get out of control. Some teams will never develop past this stage. Supervisors of the team during this phase may be more accessible, but tend to remain directive in their guidance of decision-making and professional behavior. The team members will therefore resolve their differences and members will be able to participate with one another more comfortably. The ideal is that they will not feel that they are being judged, and will therefore share their opinions and views. Normally tension, struggle and sometimes arguments occur. [edit] Norming The team manages to have one goal and come to a mutual plan for the team at this stage. Some may have to give up their own ideas and agree with others in order to make the team function. In this stage, all team members take the responsibility and have the ambition to work for the success of the team's goals. [edit] Performing It is possible for some teams to reach the performing stage. These high-performing teams are able to function as a unit as they find ways to get the job done smoothly and effectively without inappropriate conflict or the need for external supervision. By this time, they are motivated and knowledgeable. The team members are now competent, autonomous and able to handle the decision-making process without supervision. Dissent is expected and allowed as long as it is channeled through means acceptable to the team. Supervisors of the team during this phase are almost always participative. The team will make most of the necessary decisions. Even the most high-performing teams will revert to earlier stages in certain circumstances. Many long-standing teams go through these cycles many times as they react to changing circumstances. For example, a change in leadership may cause the team to revert to storming as the new people challenge the existing norms and dynamics of the team. Wie zijn we Wie ben ik Wie stuurt did team Wat is het proces Wat zit er in voor mij Niet zeker dat ik het aankan Niet zeker dat we het aankunnen Ik ben vermoeid
- Norming is signified by greater clarity, less frustration and the weakening of the cliques. The team becomes productive and effective processes are established. Ideas are built upon rather than competed with and the team gains a sense of cohesion. Processes become established and followed – eg a meeting process, team ground-rules, etc Stage 3 - Norming (all the issues should be addressed) – why-what where-when-who questions are addressed As Stage 2 evolves, the "rules of engagement" for the team become established, and the scope of the group's tasks or responsibilities become clear. Having had their arguments, they now understand each other better, and can appreciate each other's skills and experience. Agreement and consensus largely forms among team, who respond well to facilitation by leader. Roles and responsibilities are clear and accepted. The team discusses and develops its processes and working style. There is general respect for the leader and some of leadership is more shared by the team. Individuals listen to each other, appreciate and support each other, and are prepared to change pre-conceived views: they feel they're part of a cohesive, effective team. However, individuals have had to work hard to attain this stage, and may resist any pressure to change - especially from the outside - for fear that the group will break up, or revert to a storm. Norming The team manages to have one goal and come to a mutual plan for the team at this stage. Some may have to give up their own ideas and agree with others in order to make the team function. In this stage, all team members take the responsibility and have the ambition to work for the success of the team's goals. [edit] Performing It is possible for some teams to reach the performing stage. These high-performing teams are able to function as a unit as they find ways to get the job done smoothly and effectively without inappropriate conflict or the need for external supervision. By this time, they are motivated and knowledgeable. The team members are now competent, autonomous and able to handle the decision-making process without supervision. Dissent is expected and allowed as long as it is channeled through means acceptable to the team. Supervisors of the team during this phase are almost always participative. The team will make most of the necessary decisions. Even the most high-performing teams will revert to earlier stages in certain circumstances. Many long-standing teams go through these cycles many times as they react to changing circumstances. For example, a change in leadership may cause the team to revert to storming as the new people challenge the existing norms and dynamics of the team. Doesltellingen Processen Communicatie Ik snap het Commitment Respect Samenwerking Leidershap Teamwerk Aangenaam werken
- Feedback geven is cruciaal en bepalende factor om goed te kunnen samenwerken en ook CHALLENGE D STATUS QUO om alzo zeer goede oplossingen, producten te hebben If the team continues this progress they move into Performing, when the characteristics described earlier are evident. Ask: “What is the Leader’s challenge at this stage? Once Performing, the challenge is to keep the team motivated and fresh and not slip into what is sometimes referred to as Stage 5 - Levelling - which can be destructive. Levelling is not a true stage - it is a consequence of not managing a performing team effectively. A Performing team may need a change and to return to Forming to prevent Levelling. Stage 4 - Performing Not all teams reach this stage, characterised by a state of interdependence and flexibility. Everyone knows each other well enough to be able to work together, and trusts each other enough to allow independent activity. Roles and responsibilities change according to need in an almost seamless way. Team identity, loyalty and morale are all high, everyone is equally task-orientated and people-orientated and there is a focus on over-achieving goals. Disagreements may still occur but now they are resolved within the team positively. The team has a shared vision and is able to stand on its own feet with little interference or participation from the leader. Performing It is possible for some teams to reach the performing stage. These high-performing teams are able to function as a unit as they find ways to get the job done smoothly and effectively without inappropriate conflict or the need for external supervision. By this time, they are motivated and knowledgeable. The team members are now competent, autonomous and able to handle the decision-making process without supervision. Dissent is expected and allowed as long as it is channeled through means acceptable to the team. Supervisors of the team during this phase are almost always participative. The team will make most of the necessary decisions. Even the most high-performing teams will revert to earlier stages in certain circumstances. Many long-standing teams go through these cycles many times as they react to changing circumstances. For example, a change in leadership may cause the team to revert to storming as the new people challenge the existing norms and dynamics of the team. Stage 5 – Levelling / Maturity One result of all the achievement in Stage 4 is a sense of satisfaction, which can lead to relaxation, and eventually complacency. Some people will bum out or become lethargic. Others will try to preserve the status quo and get protective or defensive in the face of any changes. The underlying needs are to get refocused on new goals, or new procedures, or new norms for utilising the group's resources. If that is not enough, the group needs to reform, which means adding or subtracting members. With no intervention Groupthink could take a hold of the team and a steep drop in performance is the result. Groupthink an illusion of invulnerability- nothing can happen to us/we are the greatest the team starts taking extreme risks direct pressure against “disloyal” team members self-censorship of deviations from apparent group consensus conformity to majority view `mind guarding' - protecting the team from adverse information Gedeelde visie Strategie Empowerment Zelf sturend Positief Coaching Afwerking Team helpt elkaar voortdurend