Team formation stages
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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.
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Team formation stages
- 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.