Forming a team takes time, and memb

Forming a team takes time, and members often go through recognizable stages as they change from being a collection of strangers to a united group with common goals. Bruce Tuckman's Forming, Storming, Norming, and Performing model describes these stages. When you understand it, you can help your new team become effective more quickly.

In this article, we'll look at how you can use this model to build a highly productive team.

About the Model

Psychologist Bruce Tuckman first came up with the memorable phrase "forming, storming, norming, and performing" in his 1965 article, "Developmental Sequence in Small Groups." He used it to describe the path that most teams follow on their way to high performance. Later, he added a fifth stage, "adjourning" (which is sometimes known as "mourning").

Let's look at each stage in more detail.

Forming

In this stage, most team members are positive and polite. Some are anxious, as they haven't fully understood what work the team will do. Others are simply excited about the task ahead.

As leader, you play a dominant role at this stage, because team members' roles and responsibilities aren't clear.

This stage can last for some time, as people start to work together, and as they make an effort to get to know their new colleagues.
Storming

Next, the team moves into the storming phase, where people start to push against the boundaries established in the forming stage. This is the stage where many teams fail.

Storming often starts where there is a conflict between team members' natural working styles. People may work in different ways for all sorts of reasons but, if differing working styles cause unforeseen problems, they may become frustrated.

Storming can also happen in other situations. For example, team members may challenge your authority, or jockey for position as their roles are clarified. Or, if you haven't defined clearly how the team will work, people may feel overwhelmed by their workload, or they could be uncomfortable with the approach you're using.

Some may question the worth of the team's goal, and they may resist taking on tasks.

Team members who stick with the task at hand may experience stress, particularly as they don't have the support of established processes, or strong relationships with their colleagues.

Norming

Gradually, the team moves into the norming stage. This is when people start to resolve their differences, appreciate colleagues' strengths, and respect your authority as a leader.

Now that your team members know one another better, they may socialize together, and they are able to ask one another for help and provide constructive feedback. People develop a stronger commitment to the team goal, and you start to see good progress towards it.

There is often a prolonged overlap between storming and norming, because, as new tasks come up, the team may lapse back into behavior from the storming stage.

Performing

The team reaches the performing stage, when hard work leads, without friction, to the achievement of the team's goal. The structures and processes that you have set up support this well.

As leader, you can delegate much of your work, and you can concentrate on developing team members.

It feels easy to be part of the team at this stage, and people who join or leave won't disrupt performance.

Adjourning

Many teams will reach this stage eventually. For example, project teams exist for only a fixed period, and even permanent teams may be disbanded through organizational restructuring.

Team members who like routine, or who have developed close working relationships with colleagues, may find this stage difficult, particularly if their future now looks uncertain.

Kết quả (Anh) 1:

Habit-forming a. team takes time, and members often go through recognizable stages as they change from being a collection of strangers to a united group with common goals. Bruce Tuckman's Habit-forming, Storming, Norming, and Performing model describes these stages. When you understand it, you can help your new team become effective more quickly.In this article, we'll look at how you can use this model to build a highly productive team.About the ModelPsychologist Bruce Tuckman first came up with the memorable phrase "habit-forming, storming, norming, and performing" in his 1965 article, "Developmental Sequence in Small Groups." He used it to describe the path that most teams follow on their way to high performance. Later, he added a fifth stage, "adjourning" (which is sometimes known as "mourning").Let's look at each stage in more detail.Habit-formingIn this stage, most team members are positive and polite. Some are anxious, as they haven't fully understood what work the team will do. Others are simply excited about the task ahead.As leader, you play a dominant role at this stage, because team members ' roles and responsibilities aren't clear.This stage can last for some time, as people start to work together, and as they make an effort to get to know their new colleagues.StormingNext, the team moves into the storming phase, where people start to push against the boundaries established in the habit-forming stage. This is the stage where many teams fail.Storming often starts where there is a conflict between team members ' natural working styles. People may work in different ways for all sorts of reasons but, if differing working styles cause unforeseen problems, they may become frustrated.Storming can also happen in other situations. For example, team members may challenge your authority, or jockey for position as their roles are clarified. Or, if you haven't clearly defined how the team will work, people may feel overwhelmed by their workload, or they could be uncomfortable with the approach you're using.Some may question the worth of the team's goal, and they may resist taking on tasks.Team members who stick with the task at hand may experience stress, particularly as they don't have the support of established processes, or strong relationships with their colleagues.NormingGradually, the team moves into the norming stage. This is when people start to resolve their differences, appreciate colleagues ' strengths, and respect your authority as a leader.Now that your team members know one another better, they may socialize together, and they are able to ask one another for help and provide constructive feedback. People develop a stronger commitment to the team goal, and you start to see good progress towards it.There is often a prolonged overlap between storming and norming, because, as new tasks come up, the team may lapse back into behavior from the storming stage.PerformingThe team reaches the performing stage, when hard work leads, without friction, to the achievement of the team's goal. The structures and processes that you have set up support this well.As leader, you can delegate much of your work, and you can concentrate on developing team members.It feels easy to be part of the team at this stage, and people who join or leave won't disrupt performance.AdjourningMany teams will reach this stage eventually. For example, project teams exist for only a fixed period, and even permanent teams may be disbanded through organizational restructuring.Team members who like routine, or who have developed close working relationships with colleagues, may find this stage difficult, particularly if their future now looks uncertain.

Kết quả (Anh) 2:

Forming a team takes time, and members often Do As They go through recognizable stages change from being a collection of strangers to a united group with common goals. Bruce Tuckman's Forming, storming, Norming, and Performing stages những diễn tả model. When you hiểu it, you can help new teams của Quickly Become more effective. In this article, we'll look at how you can use this model to build a highly productive team. About the Model Psychologist Bruce Tuckman Came up with the memorable first phrase "forming, storming, norming, and Performing" In His 1965 article, "Developmental Sequence in Small Groups." He used it to describe the path có có Most teams follow on the way to high performance. Later, he added a fifth stage, "adjourning" (sometimes known as mà "Mourning"). Let's look at each stage to print more detail. Forming In this stage, most team members are positive and polite. Some are anxious, have not fully understood as chúng what work the team will do. Others are simply excited about the task ahead. As the leader, you play a dominant role at this stage, vì team members' roles and Responsibilities are not clear. This stage can last for some time, start to work together as People, and as They make an effort to get to know new có Colleagues. storming Next, the team moves Into the storming phase, where người start to push the boundaries established với in the forming stage. This is the stage where many teams fail. storming starts where there is often Do a Conflict Between team members' natural working styles. People sewing work in all sorts of Different Ways for lý but, if unforeseen problems-cause Differing working styles, sewing trở chúng frustrated. storming am also involved other print Situations happen. For example, team members Challenge Your garment authority, or jockey for position as Their roles are Clarified. Or, if you have not defined how the team will work Clearly, unfortunately feel overwhelmed by chúng người workload, or could be uncomfortable with the chúng approach you're using. Some question the worth of the sewing team's goal, and unfortunately resist chúng taking on tasks. Team members who stick with the task at hand sewing experience stress, Particularly As They do not have the support of established processes, or ask for their strong relationships with Colleagues. Norming Gradually, the team moves Into the norming stage. This is khi có Hiệu People start to resolve, appreciate Colleagues' Strengths, and respect as a leader của authority. Now that team members know one another của better, unfortunately chúng socialize together, and chúng thể ask one another for help and cung Constructive feedback. People develop a stronger Commitment to the team goal, and you start to see good progress Towards it. There is often Do a storming and norming prolonged giữa overlap, vì, as new tasks come up, the team unfortunately lapse back from the storming stage Into behavior . Performing The team Reaches the Performing stage, khi hard work leads, without friction, to the Achievement of the team's goal. The structures and processes have set up support bạn this well. As the leader, you can delegate much của work, and you can concentrate on Developing team members. It feels easy to be part of the team at this stage, and People who join or leave will not Disrupt performance. adjourning Many teams will tới Eventually this stage. For example, project teams exist for only a fixed period, and thậm permanent teams through organizational restructuring lẽ disbanded. Team members who like routine, or who have close working relationships with Colleagues Developed, unfortunately find khó this stage, Particularly if có Future Now looks uncertain.