This simple preview of the Tuckman model „Forming, Storming, Norming, Performing“ offers an easy way to understand how groups evolve. Tuckman`s model is especially useful for training people in group work, which allows groups to realize their full potential. Storms often begin where there is a conflict between the natural work styles of team members or a disagreement or differences in values. Everyone works differently and has their own style, but this can sometimes lead to personalities clashing and influencing how a team works. During conflict, team members become increasingly frustrated and lose motivation for the task or project. While conflict resolution is often the goal of work teams during the storm, conflict management is usually what is achieved. You can use the Tuckman template to help your team deliver better performance. First identify the phase your team is in, and then use our tips to move them through the phases. During the virtual meeting, Sandra referred to the ground rules the team had set during her personal meeting and worked with the team to ensure there was a plan to determine how decisions are made within the team and who is responsible for decisions. At this point, team members may challenge your authority or leadership style, or even the team`s mission. Uncontrollably, this can lead to personal confrontations or simmering online tensions.

At this point, the team members generally trusted and accepted each other. Individuals are now competent, autonomous and able to manage the decision-making process without executive supervision. During the normalization phase, team members become increasingly positive about the team as a whole, about other members as individuals, and about what the team does. Morale is high, as group members actively recognize the talents, skills, and experiences of the other. Team relationships are better than ever, they respect and trust each other and the group remains focused on the goal and the end result. Members become more flexible and interdependent and communication improves. Don`t leave team conflicts unchecked, but remember that a little friction can be a good thing – it could reveal inefficiencies for the group in order to resolve them together and ultimately innovate. Tuckman`s model is not a one-way street – teams can go back and forth between stages. When you reach the performance phase, you`ll continue to track your team`s progress in case they back down.

For example, a new team member may disrupt group dynamics, or new leadership may mean you need to reassess your team roles and goals. As soon as a group receives the clarity and support it so much needs, it can move on to the third phase of team development, called the standardization phase. . . .

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