TEAMWORK THEORIES

Teamwork Theories

Teamwork Theories

Team Development and Tuckman Theory

Team development is a term used to describe the changes a team goes through over its life course. Traditionally, theories of group development have proposed that teams move through a universal, sequential, and gradual process of “forming, storming, norming, and performing.” More recent models have conceptualized change in teams as sudden and abrupt. The conceptualization of teams as complex, adaptive, and dynamic systems promises more insight into how various types of teams develop over time.

Whether it is a project, work, or management team, all teams change over time. Research on team development aims to understand what this change looks like, why it occurs, and if there is a certain pattern that underlies the evolution of all teams.

Stage models propose that groups progress through several developmental stages that are distinguished by specific behavioral patterns. Theorists argue that groups move from one stage to the next stage in a sequential and predictable way of linear progression. In 1965, Bruce Tuckman summarized much of the existing conceptualizations of team development in his model of forming, storming, norming, and performing. A fifth stage, adjourning, was added in 1977, when he refined his model together with Mary Ann Jensen. Although Tuckman's model is the one that is most often used, other conceptualizations exist as well. For example, Susan Wheelan has identified similar stages: orientation, conflict, structure, and work.

Forming

When a team has just been formed, members have to become familiar with one another and the team as a whole. In this stage, team members rely on safe interaction patterns and avoid conflict. Communication in this phase is generally polite, and team members look to the leader for guidance and direction. Gradually, as team members become more acquainted with each other, disagreement will arise as the team moves to the next stage.

Storming

The second stage is characterized by conflict. Team members start questioning the procedures of the team as a whole, as well as those of the leader. Disagreements are openly expressed about both work-related issues and interpersonal tensions and animosities. A risk of polarization and coalition formation exists in this phase of the development of teams. However, these disagreements should be resolved when the team enters the next stage.

Norming

In the norming stage, team members reach agreement about the roles and standards within the team and relationships between team members become established. This leads to an increased sense of cohesiveness and unity, as well as more trust and better communication among team members. In this stage, agreement exists between team members about procedures, role ambiguity is reduced, and an increased perception of “we-ness” is developed.

Performing

The performing stage is characterized by a focus on goal achievement, a high task orientation, and an emphasis on performance and production/decision making as well as on problem solving and mutual cooperation. A balance exists between task-related issues and people-related concerns. It has been suggested that a team can only reach optimal performance when it has successfully passed through the first three stages, which is something not ...