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Stages of Team Development

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Team Development
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Stages of Team Development

  1. 1. WHAT IS TEAM? A group of people with a full set of complementary skills required to complete a task, job, or project.
  2. 2. Teams are a common arrangement in today’s business environment.
  3. 3. Any manager who works with or supervises teams should be familiar with how they develop over time.
  4. 4. The team development scheme was advanced by Bruce Tuckman in 1965. Bruce Tuckman
  5. 5. Initially Tuckman identified four stages of team development.
  6. 6. STAGES OF TEAM DEVELOPMENT 1.Forming 2.Storming 3.Norming 4.Performing
  7. 7. A fifth stage was later added by Tuckman about twelve years later in 1977, which is called Adjourning.
  8. 8. It is believe that these stages are universal to all teams despite the group members, purpose, goals, culture and so on.
  9. 9. The Forming represents a time where the group is just starting to come together. FORMING:
  10. 10. FORMING STAGE: • Members are cautious with their behavior. • The desire to be accepted by all the team members. • Conflict, controversy and personal opinions are avoided.
  11. 11. FORMING STAGE: Some believe that this cautious behavior prevents the team members from getting any real work done.
  12. 12. PURPOSE OF FORMING STAGE: The focus for group members during forming stage is to become familiar with each other and their purpose, not on work.
  13. 13. OUTCOMES OF FORMING STAGE: • Gaining an understanding of the team purpose. • Determining how the team will be organized. • Who will be responsible for what? • Discussion of major phases of the team’s goals.
  14. 14. OUTCOMES OF FORMING STAGE: • What will be the team’s schedule. • Outlining general group rules (including when they will meet). • Discovery of what resources will be available for the team to be used.
  15. 15. Dealing with tensions and defining group tasks. STORMING:
  16. 16. STORMING STAGE: In storming stage conflict and competitions are at its greatest.
  17. 17. WHY IS THAT? • This is because now the team members have an understanding of the task and a general feel for who they are as a group and who group members are. • They feel confident and begin to address some of the more important issues surrounding the team members.
  18. 18. STORMING STAGE: • Such issues can relate to things like the group’s tasks, individual roles and responsibilities or even with team members themselves. • The storming stage is where the most dominant member of the team emerges.
  19. 19. STORMING STAGE: • Less confident members stay in their comfort zone and security of suppressing their feelings just as they did in the previous stage. • If these individuals stay quiet then issues may still exist. • Every individual should take part in storming process.
  20. 20. STORMING STAGE: All members have an increased need for clarification.
  21. 21. STORMING STAGE: Questions arise surrounding leadership, authority, rules, responsibilities, structure etc..
  22. 22. STORMING STAGE: Such questions must be answered so that the team can move on to the next stage.
  23. 23. STORMING STAGE: Once a team receives the clarity that it so desperately needs, now it can move on to the third stage of team development.
  24. 24. The norming stage is the time when all the team members becomes a cohesive unit. NORMING:
  25. 25. NORMING STAGE: • Morale of team members is high. • They acknowledge the talents, skills and experience that each individual brings to the team.
  26. 26. NORMING STAGE: • A sense of community is established among the team members. • The team remains focused on the team’s purpose and goal.
  27. 27. NORMING STAGE: • Roles an responsibilities are clear and accepted. • Commitment and unity is strong. • Agreements forms among the team.
  28. 28. NORMING STAGE: • Leadership begins to fade as important data is shared among team members. • People develop a stronger commitment to the team goal, and you start to see good progress towards it.
  29. 29. This is the final stage where groups become high-performing teams. The team knows clearly WHY it is doing and WHAT is doing. PERFORMING:
  30. 30. PERFORMING STAGE: • Work and progress commences on the basis of relatively stable structure. • Team members are focused on task completion and achievement.
  31. 31. PERFORMING STAGE: • Productivity • Action, results. • Moving towards the completion of goals. • Team unification and identity.
  32. 32. PERFORMING STAGE: • As leader, you can delegate much of your work, and you can concentrate on developing team members. • It feels easy to be part of the team at this stage, and people who join or leave won't disrupt performance.
  33. 33. Tuckman’s fifth stage, Adjourning, is the break up of the team, hopefully when the task is completed successfully. ADJOURNING:
  34. 34. ADJOURNING STAGE: • Completion and disengagement. • Separation and endings from tasks and members. • Some describe this stage as Mourning or Deforming.

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