Psychologist researcher Bruce Tuckman formed Tuckman’s Model as part of his 1965 paper Developmental Sequence in Small Groups.
The US Navy tasked him, along with a group of other social psychologists, with analysing the dynamics of forming a team, and how the leadership style changes as the group develops.
Tuckman and his colleagues found there were four stages of team development: orientation, conflict, cohesion and functional-role relatedness.
But that doesn’t sound particularly catchy, does it? So Tuckman reworked them into four simple – and more memorable – stages: forming, storming, norming and performing.
Hello,
This presentation is a little step to share some information on "Teamwork" with you.
If this help you a little, I will be happy. Feel free to share your opinion.
Thank you.
*All the information and images are collected from internet.
Psychologist researcher Bruce Tuckman formed Tuckman’s Model as part of his 1965 paper Developmental Sequence in Small Groups.
The US Navy tasked him, along with a group of other social psychologists, with analysing the dynamics of forming a team, and how the leadership style changes as the group develops.
Tuckman and his colleagues found there were four stages of team development: orientation, conflict, cohesion and functional-role relatedness.
But that doesn’t sound particularly catchy, does it? So Tuckman reworked them into four simple – and more memorable – stages: forming, storming, norming and performing.
Hello,
This presentation is a little step to share some information on "Teamwork" with you.
If this help you a little, I will be happy. Feel free to share your opinion.
Thank you.
*All the information and images are collected from internet.
The 5 Stages of Group Development.
Forming
Storming
Norming
Performing
Adjourning
View video: https://www.youtube.com/watch?v=8LzsQbJV2Aw
The development of groups over the lifespan of the group.
Tuckman’s Model – 5 Stages of Team Development and Practical Limitations: https://agile-mercurial.com/2019/04/16/tuckmans-model-5-stages-of-team-development-and-practical-limitations/
Very often we use the word team work in our organizational context without perhaps fully understanding what we mean by teamwork.
An effective team requires the participation of every member in order to be successful. When one person cannot accomplish a job alone and several individuals must cooperate to fulfill a mission, you need a team. The better the cooperation, communication and coordination among members, the more efficient the team.
This presentation discusses; what is people management, what are the key components of people management and what skills are require to be a good people manager.
The 5 Stages of Group Development.
Forming
Storming
Norming
Performing
Adjourning
View video: https://www.youtube.com/watch?v=8LzsQbJV2Aw
The development of groups over the lifespan of the group.
Tuckman’s Model – 5 Stages of Team Development and Practical Limitations: https://agile-mercurial.com/2019/04/16/tuckmans-model-5-stages-of-team-development-and-practical-limitations/
Very often we use the word team work in our organizational context without perhaps fully understanding what we mean by teamwork.
An effective team requires the participation of every member in order to be successful. When one person cannot accomplish a job alone and several individuals must cooperate to fulfill a mission, you need a team. The better the cooperation, communication and coordination among members, the more efficient the team.
This presentation discusses; what is people management, what are the key components of people management and what skills are require to be a good people manager.
FOR POWERPOINT PRESENTATION
Stage 1: FORMING
• GROUP MEMBERS LOOK TO THE LEADER FOR DIRECTION.
• MEMBERS HAVE A DESIRE FOR ACCEPTANCE BY THE GROUP AND FITTING IN.
• MEMBERS ARE SIZING EACH OTHER UP – CHECKING OUT PERSONALITIES AND TALENTS OF OTHER MEMBERS.
• MEMBERS FOCUS THEIR DISCUSSION ON THE TASK AT HAND, NOT WORRYING ABOUT RELATIONSHIPS.
• FEELINGS GOING THROUGH MEMBERS INCLUDE INSECURITY, NERVOUSNESS. THEY ARE ASKING THEMSELVES “Do I belong?”, “Will I be accepted by the group?”
Stage 2: Storming
• THIS STAGE IS CHARACTERIZED BY TENSION, COMPETITION, AND CONFLICT AMONG GROUP MEMBERS.
• QUESTIONS ARISE ABOUT WHO IS RESPONSIBLE FOR WHAT AND WHAT THE RULES ARE.
• SOME MEMBERS MAY REMAIN SILENT WHILE OTHERS ATTEMPT TO DOMINATE.
• SOME MEMBERS QUESTION AUTHORITY AND COMPETENCY OF THE GROUP LEADER
• THE GROUP LEADER HAS TO RAISE THE CONFLICT ISSUE AND DEAL WITH IT.
Stage 3: Norming
• LEADERSHIP IS SHARED AND CLIQUES DISSOLVED.
• CONFLICTS ARE RESOLVED AND THERE IS A STRONGER SENSE OF BELONGING TO THE GROUP.
• CREATIVITY IS HIGH.
• PEOPLE KNOW WHERE THEY FIT IN AND WHAT IS EXPECTED OF THEM.
Stage 4: Performing
• NOW THE GROUP IS IN HIGH GEAR AND HIGHLY PRODUCTIVE. THE NEED FOR GROUP APPROVAL IS PAST.
• GROUP MEMBERS CAN NOW FOCUS ON THE TASK AND CARE FOR OTHER MEMBERS OF THE GROUP.
• GROUP IDENTITY IS COMPLETE, GROUP MORALE IS HIGH, AND GROUP LOYALTY IS INTENSE.
Stage 5: RE-FORMING
• THIS STAGE OCCURS WHEN THE TASKS ARE COMPLETED AND THERE NO LONGER IS A NEED FOR THE GROUP TO EXIST.
• THIS STAGE INCLUDES RECOGNITION FOR PARTICIPATION (AWARDS) AND AN OPPORTUNITY FOR GROUP MEMBERS TO SAY GOOD BYE. (CLOSURE)
• WITH THE DISSOLVING OF THE GROUP, NEW LEADERS ARE NEEDED TO TAKE ON THE NEW TASKS, SO A NEW GROUP FORMS.
THE FIVE DYSFUNCTIONS Of A TEAM - Eine Zusammenfassungcklatt82
Teambuilding ist inzwischen fester Bestandteil strategischer Planung und Ausrichtungen von Unternehmen. Gut funktionierende Teams können einen erheblichen Wettbewerbsvorteil generieren. Patrick Lencioni beschreibt in seinem Buch „The five dysfunctions of a Team“ ein hierachisches Modell mit fünf wesentlichen Erfolgsvoraussetzungen, die das effiziente Arbeiten von Teams beeinflussen. In der nachfolgenden Präsentation werden die einzelnen Ebenen nacheinander vorgestellt und miteinander in Verbindung gebracht. Ein Diagnosetool soll helfen zu ermitteln auf welcher Dysfunktionsebene möglicherweise Probleme bestehen und somit den Erfolg beeinflussen. Abschließend wird eine Brücke zur agilen Softwareentwicklung geschlagen.
Folie 6 – 14 1.) Vertrauen
Folie 15 – 24 2.) Konfliktkultur
Folie 25 – 29 3.) Commitment
Folie 30 – 35 4.) Verantwortung für das Ganze
Folie 36 – 40 5.) Fokus auf Resultate
Folie 41 – 45 Verknüpfung der Ebenen
Folie 46 Kurze Zusammenfassung
Folie 47 – 54 Diagnosetool Anfälligkeit für Dysfunktion
Folie 55 – 60 Adaption Agile Softwareentwicklung
Teamwork enables you to accomplish tasks faster and more efficiently than tackling projects individually. ... Teamwork is important in an organization because it provides employees with an opportunity to bond with one another, which improves relations among them.
Organisations are much more likely to perform well when their people work effectively as a team. This is because good teamwork creates synergy – where the combined effect of the team is greater than the sum of individual efforts.
EFFECTIVE SKILLS FOR TEAM BUILDING
Group Agreements
Learning Objectives
Definition
Resistance to Teams in Organizations
Team Development, Behaviors and Performance
Effective and Ineffective Teams
Team Decision Making and Consensus Building
Questions and Comments
Today’s Agenda
ALL IDEAS AND POINTS OF VIEW HAVE VALUE
You may hear something you do not agree with or you think is "silly" or "wrong." Please remember that one of the goals of this meeting is to share ideas. All ideas have value in this setting. Also share YOUR ideas and thoughts and avoid editorials of another colleague’s comments.
SAFE SPACE
What is shared and discussed with one another should “stay here” – apart from ideas and solutions that will help your own work and agency.
USE COMMON CONVERSATIONAL COURTESY
Please don't interrupt; use appropriate language, avoid third party/ side bar discussions, etc.
Group Agreements
HUMOR IS WELCOME
BUT humor should never be at someone else's expense.
HONOR TIME
We have an ambitious agenda, so it will be important to follow the time guidelines for the next two days.
CELL PHONE / TEXTING / E-MAIL COURTESY
Please turn cell phones, or any other communication item with an on/off switch to “silent. If you need to respond, kindly step outside
BE COMFORTABLE
Please feel free to take personal breaks as needed
ANY OTHERS AGREEMENTS TO ADD?
Group Agreements
To gain a greater understanding of how teams develop, behave and perform.To utilize this knowledge to develop high performing teams in centers and programs.
Learning Objective
TEAM BUILDING
Group: A collection of two or more interacting individuals with a stable pattern of relationships among them, who share common goals and who perceive themselves as being a group.
Essentials of a groupSocial interactionStable structureCommon interestsPerceive themselves as part of group
Team: A team is a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable.
This definition highlights the essentials of a team or in other words the team basics. Here the focus or emphasis is on three characteristics – small number, complementary skills and commitment. These are what basically differentiates a team from a group and makes a team something much more productive and result oriented than a group. We shall analyze them:Small number – five to ten peopleComplementary skills – appropriate balance or mix of skills and traitsCommitment to a common purpose and performance goals – specific performance goals are an integral part of the purpose.Commitment to a common approach – team members must agree on who will do a particular job & develop a common approach.Mutual accountability – at its core, team accountability is about the sincere promises we make to others & ourselves – commitment & trust.
DIFFERENCE BETWEEN A GROUP AND TEAM
GROUPStrong, clearly focus ...
To go fast, go alone. To go far, go together.
... African proverb
A team is a collection of people with complementary skills who regularly interact to pursue common goals.
Similar to Forming, storming, norming, performing (v3) (20)
Planning projects usually starts with tasks and milestones. The planner gathers this information from the participants – customers, engineers, subject matter experts. This information is usually arranged in the form of activities and milestones. PMBOK defines “project time management” in this manner. The activities are then sequenced according to the projects needs and mandatory dependencies.
Increasing the Probability of Project SuccessGlen Alleman
Risk Management is essential for development and production programs. Information about key cost, performance and schedule attributes are often uncertain or unknown until late in the program.
Risk issues that can be identified early in the program, which may potentially impact the program, termed Known Unknowns, can be alleviated with good risk management. -- Effective Risk Management 2nd Edition, Page 1, Edmund Conrow, American Institute of Aeronautics and Astronautics, 2003
Cost and schedule growth for complex projects is created when unrealistic technical performance expectations, unrealistic cost and schedule estimates, inadequate risk assessments, unanticipated technical issues, and poorly performed and ineffective risk management, contribute to project technical and programmatic shortfalls
From Principles to Strategies for Systems EngineeringGlen Alleman
From Principles to Strategies How to apply Principles, Practices, and Processes of Systems Engineering to solve complex technical, operational,
and organizational problems
Building a Credible Performance Measurement BaselineGlen Alleman
Establishing a credible Performance Measurement Baseline, with a risk adjusted Integrated Master Plan and Integrated Master Schedule, starts with the WBS and connects Technical Measures of progress to Earned Value
Capabilities‒Based Planning the capabilities needed to accomplish a mission or fulfill a business strategy
Only when capabilities are defined can we start with requirements elicitation
Starting with the development of a Rough Order of Magnitude (ROM) estimate of work and duration, creating the Product Roadmap and Release Plan, the Product and Sprint Backlogs, executing and statusing the Sprint, and informing the Earned Value Management Systems, using Physical Percent Complete of progress to plan.
Program Management Office Lean Software Development and Six SigmaGlen Alleman
Successfully combining a PMO, Agile, and Lean / 6 starts with understanding what benefit each paradigm brings to the table. Architecting a solution for the enterprise requires assembling a “Systems” with processes, people, and principles – all sharing the goal of business improvement.
This resource document describes the Program Governance Road map for product development, deployment, and sustainment of products and services in compliance with CMS guidance, ITIL IT management, CMMI best practices, and other guidance to assure high quality software is deployed for sustained operational success in mission critical domains.
1. FORMING, STORMING,
NORMING, PERFORMING,
AND ADJOURNING
1
Managers are people who do things right, while leaders are people
who do the right thing. – Warren Bennis, Ph.D. "On Becoming a Leader"
Glen B. Alleman, 2003
2. Introduction
¨ Forming – team members are introduced to each other,
each positioning from specialist Point of View
¨ Storming – the team transitions from “as is” to “to be” y
articulating shared outcome
¨ Norming – the team reaches consensus on the “to be”
process and the a shared outcome
¨ Performing – the team has settled its relationships and
expectations of each other with mutual accountability
¨ Adjourning – the team shares the improved processes with
others
2
3. Staged Development of Teams
¨ The Forming, Storming, Norming, Performing stages are seemingly obvious,
but are in fact difficult.
¤ Participants want to move to the Performing stage without passing through the
first three stages.
¤ The Forming stage is relatively easy.
¤ The Storming stage is difficult and many times the cause of the team’s failure.
¤ Performing seems easy once the storming process is complete.
¨ The “Real” problem is how to identify when a stage is complete:
¤ The team members agree that the stage is complete?
¤ The team coach agrees the stage is complete?
¤ The team simply moves on to the next stage?
¨ The definition of the “exit criteria” between stages needs to be worked out
prior to the team’s reaching the end of the stage.
¤ This again, seems obvious but is also very difficult.
3
4. Forming
4
¨ The “polite” stage in which the team starts to form.
¨ Everyone is trying to figure out what the team
concept is, what their role is, how they are going to
hang on to their power base.
¨ Initial “silent” leaders may take the reins.
¨ The team is usually positive – for the most part – for
the initial meetings.
¨ No one has offended anyone at this point yet!
5. Forming
¨ Forming includes feelings and behaviors of:
¤ Excitement, anticipation, and optimism.
¤ Pride in being chosen for the project.
¤ A tentative attachment to the team Suspicion and anxiety about the job.
¤ Defining the tasks and how they will be accomplished.
¤ Determining acceptable group behavior.
¤ Deciding what information needs to be gathered.
¤ Abstract discussions of the concepts and issues, and for some members,
impatience with these discussions. There will be difficulty in identifying
some of the relevant problems.
¨ Because there is so much going on to distract members'
attention in the beginning, the team accomplishes little, if
anything, that concerns it's project goals. This is perfectly
normal.
¨ Exit Criteria?
5
6. Storming
¨ The honeymoon is over.
¨ The silent leaders may be clashing for control of the
group.
¤ They must become Team Members and give up their
previous Command and Control Leadership paradigm
¨ People disagree and may blame the team concept,
saying it doesn’t work.
¨ Management needs to do a lot of coaching to get
people to work past their differences, may take
separate 1-on-1’s with people.
¨ Selecting high maturity members is a critical success
factor for Teaming.
6
7. Storming
¨ Storming includes feelings and behaviors of:
¤ Resisting the tasks mutually agreed upon by the team.
¤ Resisting quality improvement approaches suggested by other members.
¤ Sharp fluctuations in attitude about the team and the project's chance of success.
¤ Arguing among members even when they agree on the real issues.
¤ Defensiveness, competition, and choosing sides.
¤ Questioning the wisdom of those who selected this project and appointed the
other members of the team.
¤ Establishing unrealistic goals. Disunity, increased tension, and jealousy.
¨ The above pressures mean that team members have little energy to spend
on progressing towards the team's goal.
¨ But they are beginning to understand one another. This phase sometimes
takes 3 or 4 meetings before arriving at the Norming phase.
¨ Exit Criteria?
7
8. Norming
¨ The team starting to work well together, and has turned around
from the “storming” phase.
¨ They may start to “brag up” the team concept to others who
aren’t in the team and will be very positive about their role/
team group.
¨ Often, the team will bounce back and forth between
“storming” and “norming” when issues crop up.
¨ Regressions will become fewer and fewer and the team will
bounce back to “norming” in a quicker manner as the team
“matures.”
¨ The natural leaders at this stage may not be the ones who
were visible in stages 1 & 2. Those people may no longer have
the “unofficial lead roles” within the team.
¨ This team still takes management direction, but not as much as
storming.
8
9. Norming
¨ Norming includes feelings and behaviors of:
¤ An ability to express criticism openly and constructively.
¤ Acceptance of membership in the team.
¤ An attempt to achieve harmony by avoiding conflict.
¤ More friendliness, confiding in each other, and sharing of
personal problems.
¤ A sense of team cohesion, spirit, and goals.
¤ Establishing and maintaining team ground rules and
boundaries.
¨ As team members begin to work out their differences,
they now have more time and energy to spend on their
assigned outcomes.
¨ Exit Criteria?
9
10. Performing
¨ This is the level where the team becomes a high–
performance team.
¨ They can be given new projects and tasks and accomplish
them successfully, and very seldom fall back into the
“storming” phase.
¨ At this level, the team is taking on new work on their own,
and selling it to other teams.
¨ At this level, the team can usually take on a new member
or two with little trouble as far as regressing goes.
¨ They are a complete self-managing team and require
little, if any, external direction.
¨ In many organizations, this can take 6 months or longer to
reach this state this stage.
¨ We have 1 week, so very mature individuals are our
starting point.
10
11. Performing
¨ Performing includes feelings and behaviors of:
¤ Members have insights into personal and group processes,
and better understanding of each other's strengths and
weakness, and how those contribute to the success of the
team’s outcomes
¤ Constructive self–change with mutual support.
¤ Ability to prevent or work through group problems.
¤ Close attachment to the team.
¨ The team is now an effective, cohesive unit. You can tell
when your team has reached this stage because you
start getting a lot of work done.
¨ Exit Criteria?
11
12. Adjourning
¨ The team briefs and shares the improved process
during this phase.
¨ When the team finally completes that last briefing,
there is always a bittersweet sense of
accomplishment coupled with the reluctance to say
good–bye.
¨ Many relationships formed within these teams
continue long after the team disbands.
¨ Exit Criteria?
12
13. Teams versus Work Groups
Roles and Responsibilities
¨ Individuals establish a set
of behaviors called roles.
¨ These roles set the
expectations governing the
relationships between the
group members.
¨ The search for role
definition serves as a
source of confusion and
conflict.
¨ Roles become the reason
for participating
¨ Teams have a shared
understanding of how to
perform their role.
¨ For example:
¤ Time keeper
¤ Score keeper
¤ Leader
¤ Facilitator
¨ These roles are fluid and
decided by the team
13
Work Group Teams
14. Teams versus Work Groups
¨ Groups do not have a
cohesive identity.
¨ It is difficult to establish a
sense of cohesion that
characterizes a team.
Identity
¨ Teams have an identity.
¨ A team has a clear
understanding about what
constitutes the team’s
“work” and why it is
important.
¨ They can describe a picture
of what the team needs to
achieve, and the norms and
values that will guide them.
14
Work Group Teams
15. Teams versus Work Groups
Cohesion
¨ Groups lack a source of
cohesion.
¨ Being a member of a
group still leaves the person
“alone” and an individual.
¨ Teams have an esprit that
shows a sense of bonding
and camaraderie.
¨ Esprit is the spirit, soul, and
state of mind of the team.
¨ It is the overall
consciousness of the team
that a person identifies with
and feels a part of.
¨ Individuals begin using
“we” more than “me” or “I.”
15
Work Group Teams
16. Teams versus Work Groups
Facilitating
¨ Groups tend to get
bogged down with
trivial issues.
¨ Hierarchy interferes
with accomplishing the
mission of the team
¨ Teams use facilitators
to keep the team on
the right path.
16
Work Group Teams
17. Teams versus Work Groups
Communication Communication
¨ The communications with a
group tend to be centered
on individuals.
¨ Individual positions are
more important than a
“team” opinion.
¨ Defending ones opinion
becomes an end unto itself.
¨ The team is committed to
open communication.
¨ Team members feel they
can state their opinions,
thoughts, and feelings
without fear.
¨ Differences of opinion are
valued and methods of
managing conflict are
understood.
¨ Through honest and caring
feedback, members are
aware of their strengths
and weaknesses as team
members.
17
Work Group Teams
18. Teams versus Work Groups
Flexibility Flexibility
¨ Most groups are rigid,
hierarchy – command and
control.
¨ This rigidity has several
causes:
¤ Defense of individual
positions
¤ Individual reward
systems
¨ The strength(s) of each
individual is difficult to
capitalize on since someone
has to give up a role to
allow another to assume
that role.
¨ Teams, provide flexibility
and perform different task
and maintenance functions
as needed, when needed,
and with mutual agreement.
¨ The responsibility for team
development and
leadership is shared.
¨ The strengths of each
member are identified and
used.
¨ There is not role of Team
Lead in the permanent
sense of the term
18
Work Group Teams
19. Sources
19
¨ John Kotter, Harvard Business School is one source
everyone should consult.
¨ Jon Katzenbach, The Wisdom of Teams
¨ Bruce Tuckman’s group dynamics model was first
developed the 4 stages, then a 5th stage of the
model used here