This document discusses Bruce Tuckman's model of team formation, which outlines 5 typical stages of development for teams: forming, storming, norming, performing, and adjourning. It provides descriptions of each stage and advice on leadership strategies to help teams progress through each stage to ultimately become high-performing. The key points are that teams generally follow predictable stages of development, understanding the current stage helps determine the appropriate leadership approach, and focusing on moving the team through each stage leads to optimal performance.

1. Team Formation Tech
Ramy noor

2. BRUCE TUCKMAN 1965
DEVELOPMENTAL SEQUANCE IN
SMALL GROUPS
4STAGES THEN ADDED
ADJOURNING

5. TEAM FORMATION STAGES
 FORMING
 STORMING
 NORMING
 PERFORMING
 ADJOURNING
‫التكوين‬
‫العصف‬
‫التناغم‬
‫األداء‬

6. ‫م‬ ‫يعبرون‬ ‫أفراده‬ ‫و‬ ‫وقت‬ ‫الى‬ ‫يحتاج‬ ‫فريق‬ ‫تكوين‬‫راحل‬
‫لمجمو‬ ‫مختلفة‬ ‫صفات‬ ‫ذات‬ ‫غرباء‬ ‫لتجميع‬ ‫معروفة‬‫عة‬
‫واحدة‬ ‫ألهداف‬ ‫متحدة‬
‫وف‬ ‫بسرعة‬ ‫لعبورها‬ ‫فرقك‬ ‫ستساعد‬ ‫تعرفها‬ ‫عندما‬‫عال‬
‫أكثر‬

7. FORMING
 Introduced to each other and their skills, background and
interests.
 Like Orientation day at college or a new job . Everyone is
overly polite and pleasant .
1. Project goals
2. Timeline
3. Ground rules
4. Individual roles
5. important for team members to develop relationships and
understand what part each person plays.
 Most the team positive
 Some anxious ( not fully understood )
 Others excited about the task ahead
‫زمألئ‬ ‫لمعرفة‬ ‫الجهد‬‫بزل‬ ‫و‬ ‫وقت‬ ‫تستغرق‬‫هم‬

9. Storming where you become aware of a person’s
characteristics and they frustrate or annoy you?
 People start to push against the boundaries established later .
 Most dangerous stage (most teams fail here)
 Team is like being in a relationship. At first, you may think someone is
perfect and flawless. But, then you realize that they aren’t. Once you’re
aware of their flaws, you either learn to embrace them or end IT quickly.
 Conflict between team member natural working styles Personalities may clash
‫ت‬ ‫متوقعة‬ ‫غير‬ ‫بمشاكل‬ ‫يتسببت‬ ‫قد‬ ‫و‬ ‫الوظيفة‬ ‫لنفس‬ ‫مختلفة‬ ‫بطرق‬ ‫يعملو‬ ‫األشخاص‬‫محبطة‬ ‫كون‬
 Team member may challenge or question your authority and
guidance or jockey for position as their roles are clarified Question
the Worth of the team goals
 May be because you haven't clarified how the team will work or they
became Overwhelmed by their work load so became uncomfortable with
your approaches

10. 1. Stick to task
2. support
3. Strong colleague
relationship

11. Norming
 Prolonged overlap between storming and norming (
new task - relapse)
 Gradually people start to Know each other and
resolve their differences, appreciate their colleagues
strengths, and respect your authority as a leader.
 Socialize together
 Ask for help and constructive feedback
 Stronger commitment to the team goal
 Here you Start to see good progress

13. Performing
 Achieving the Team goals
 As leader you can delegate much of your work
and you can concentrate on developing team
members.
 Easy stage and the people join or leave the
team don’t disrupt the performance

15. Adjourning
 Eventually
 Project team exist for only a fixed period and even
permanent teams may dispended through organizational
restructuring
 Member like routine and close working relation shipfind this
stage difficult

22. Using the Tool
 As a team leader, your aim is to help your
people perform well, as quickly as possible. To
do this, you'll need to change your approach at
each stage.
 Follow the steps below to ensure that you're
doing the right thing at the right time:
 Identify the stage of team development that
your team is at from the descriptions above.
 Now consider what you need to do to move
towards the performing stage. Figure 1, below,
will help you understand your role, and think
about how you can move the team forward.
 Schedule regular reviews of where your team is,
and adjust your behavior and leadership
approach appropriately

23. Forming
•Direct the team, and establish clear objectives, both
for the team as a whole and for individual team
members.
Storming
•Establish processes and structures.
•Build trust and good relationships between team
members.
•Resolve conflicts swiftly if they occur. Provide support,
especially to those team members who are less secure.
•Remain positive and firm in the face of challenges
to your leadership, or to the team's goal.
•Explain the “stages" idea, so that people understand
why problems are occurring, and so that they see that
things will get better in the future. Coach team
members in assertiveness and conflict resolution skills ,
where this is necessary.
•Use psychometric indicators such as Myers-Briggs and
the Margerison-McCann Team Management Profile to
help people learn about different work styles and
strengths

24. Norming
•Step back and help team members take
responsibility for progress towards the goal.
(This is a good time to arrange a team-
building event.)
Performing
•Delegate tasks and projects as far as you
can. Once the team is achieving well, you
should aim to have as light a touch as
possible. You will now be able to start
focusing on other goals and areas of work.
Adjourning
•Take the time to celebrate the team's
achievements – you may work with some of
your people again, and this will be much
easier if people view past experiences
positively.

25. Key Points
 Team formation usually follows easily recognizable
stages, known as "forming, storming, norming, and
performing." Psychologist Bruce Tuckman, who
created this memorable phrase, later added a fifth
stage, "adjourning" or "mourning."
 You can use Tuckman's model to help your team
reach the performing stage as quickly as possible.
 First you identify the stage of development that
your team is at. Then, you use strategies that move
your team through to the next stage in the team
formation process. With focus and hard work,
you'll quickly have a high-performing team.