Introduction
Developing a team and being part of a team require first to understand the team dynamics and purpose of the group. A group is one type of small teams. Teams are not only when individuals team up to perform a certain task. “Teams are sets of individual relation developed to attain pre-planned mission” (Tuckman 385). To be more particular, teams involve at least two individuals bearing similar traits. To develop effective groups, vivid team goals, good communication, effective responsible management, efficient decision-making, real crisis management, and affirmative use of authority are all significant. They bring a group to get complex functions accomplished. However, it is hard to develop a group effort.
Effective group performance bears a need of good planning of interaction between group participants. The successful group formation will be more effective compared to team developed competitively. It will in addition end up with more committed group participants, and improved participants’ social abilities. Moreover, through establishing better work group, individual members get team-forming experiences. Team-forming aims on the examination of task procedures and status of continuing functional groups effort to enhance group effectiveness, the improved interactions among participants, the degree of participants’ communication tactics, and the capability of the group to form and adapt to changing demands and situations (Tuckman & Jensen, 420).
Team Development Phase
Tuckman (387) breaks down the process of team building into four stages. The Tuckman’s framework is vital since it appreciates the truth that a team does not start off completely-developed and working. Tuckman proposes that a group succeeds through evidently set phases, from its conception as a group of persons, to unified, purpose-focused team. He illustrates working with teams of social scientists within the Unites states army. The group examined small team performance, from diverse views. In order to achieve his objective, Tuckman studied fifty articles explaining team building and noted the presence of two traits universal to these teams: the individual or team organization, and the role action. From his study, Tuckman noticed that teams emerged into groups through four basic phases.
Firstly a trial stage which frequently resulted to an action described by a level of crisis. This then usually determined itself, resulting to a better socially unified stage. Lastly, a team adopted an action stage, during which it aimed on task-relatedness. Tuckman named the four stages as follows: first phase (forming), second phase (storming), third phase (norming), and fourth phase (performing stage).
This teamwork concept is better described using a graphical representation which indicates the meshing between team relations and role focus. The maximal or functional level is attained after relations have formed within the limits of the team and they have commenced functioning with a defined purpose on the team’s role. However, his concepts vividly show that time is consumed before attaining the team’s performing phase, and it is common for any group to experience downfalls as it develops relations. Especially in the initial phases which is possibly why it is said to be the storming stage of the entire teambuilding phase. Below is a graphical representation of the phases.
Application of Tuckman Theory
This section adopts group work assignments in college to explain what happens during the entire teambuilding phase. In this case we will use a case whereby students were requested to form groups of any size in order to discuss the impact of corporate social responsibility on management. The stages as described by Tuckman are:
Forming
This is the first phase of group building. During this phase people are yet to come together. Each member is busy locating his position in the group, weighing one another, and not sure why one is in the team. Team participants depend on secure, customised traits and rely on team leader for direction. Team participants need to be accepted in the team and there is a general need for security. During this phase serious arguments and emotions should be avoided. The core task is orientation. Participants try to familiarise themselves with the role of the team in addition to one another. To expand and move to the next stage, every participant must renounce the state of unthreatening arguments and risk the likelihood of crisis (Tuckman & Jensen, 422).
Storming
This phase of teambuilding is defined by crisis and/or competition in the individual relationships. As the team participants try to identify the way forward, conflict inescapably sprouts in their individual interactions. A person has to adjust and mould his emotions, concepts, beliefs, and viewpoints to fit that of the team. As a result of anxiety developed during this phase, certain team participants may decide not to share what they know regarding the topic while others may decide to dominate.
Norming
Here interpersonal interactions are defined through solidity. Team participants engage in dynamic appreciation of entire participants’ views, team development, team maintenance, and resolving of team concerns. The core team role in this stage is the information sharing among participants while the core challenge of this phase is that participants may start fearing the foreseeable future disagreement in the team.
Performing
Basically, not all teams reach this stage. But participants have the ability to reach the performing phase. In the performing stage, members can function in isolation, in sub-teams, or may function as a solid team. Participants’ tasks and leadership actively shift to the oscillating needs of the people and that of the team. Performing stage is defined by separation in individual interactions and conflict resolution based on team objectives. However, the general aim is delivery via challenge counteracting and work.
Adjourning
According to Tuchman, this stage marks the end of task requirements and termination of relations. An organized summary mainly entails appreciation for contribution and success and a chance for team participants to quit the team. Closing any team can generate some anxiety and therefore a minor conflict. However, the most efficient intercession during the adjourning phase is one that facilitates task accomplishment and the adjournment procedure Tuckman, 391).
In conclusion, effective group performance bears a need of good planning of interaction between group participants. The successful group formation will be more effective compared to team developed competitively since it fosters commitment among group participants.
Works Cited
Tuckman, B. (1965) Developmental Sequence in Small Groups. Psychological Bulletin, 63, 384-399.
Tuckman, B. & Jensen, M. (1977) Stages of Small Group Development. Group and Organizational Studies, 2, 419-427.