Brief description of model
Forming。 Formation period, this stage takes place at the beginning of the team, and the members have just met each other. At this stage, team members will try their best to avoid conflicts, because everyone in the team is new to each other and doesn't want to leave a bad impression on each other. In the formative period, the productivity of the team is probably not high, and members begin to get to know each other, their strengths and weaknesses, and learn how to work together. At this stage, it is also a good opportunity to clarify the team objectives and establish the basic rules of the team.
Storming。 During the shock period, at this stage, various ideas have been formed and started to collide violently. Not only are there different ideas, but objections and disputes are also accompanied by different ideas of team members. Tackman explained that there are two very important indicators in the team environment, one is the maturity of team members, and the other is the tolerance of members for opposing opinions in the team. This stage is a test of these two indicators. In this group, we can observe that people in the team may not adapt to other people's communication methods, disagree with the division of labor and cooperation, and disagree with the workflow. Just as group discussions often have a painful groaning area in the process from divergent discussion to convergence, this uncomfortable shock period is also essential. Both team members and managers should face these problems, encourage members to solve these conflicts based on team goals, and finally lay a good foundation for how to move forward as a team.
Norming。 Normative period: At this stage, conflicts have been greatly reduced. Because after running-in, team members have become familiar with each other, skills, working methods and positioning in the team have become clearer, team values, norms, methods and tools have been established, and the project has entered a stable period. The law of the development of things always spirals forward, and team building is no exception. At this stage, it is possible to retreat to the shock period, especially when the work content changes. As a manager, you should be patient, wait and observe at this stage, and only intervene when necessary. At this stage, it should be stable and leave room for the evolution of the team.
Performing。 ? Forming period: the best stage in the life cycle of a team, gathering is a moment of fire. At this stage, members have honed their ability to solve conflicts, and will spend less time on interpersonal relationships and pay more attention to their work. At this stage, team members manage themselves, strive for goals and improve production efficiency. What managers should do well at this stage is support and service.
Adjourning。 Rest period: Tackman's article Stages of Small Group Development Revisited, published in 1977, is a retrospective article. This paper is to find out whether Tuckman's team development model has been empirically tested. One of the main results of this study is the discovery that
There is the last identifiable and important stage of group development-termination. Researchers believe that termination or separation is an important issue in the whole life of a team, and it is also an independent and different final stage. In the first four stages of the team, a lot of activities have taken place, and strong interpersonal relationships may arise in these activities. People are emotional animals, and the existence of these strong interpersonal relationships makes "the death of a group" a problem that many groups attach great importance to their members. Tuckman model is modified here to include the fifth stage.
Understanding of Tackman Model
Although Tackman's model is classic, it is only a model and a conceptual statement. In practice, we should have our own understanding of this. For example, in a specific environment, there may not be five strict stages. A new team is established in the same company, and its members are all under the original large organization. The new team is only reorganized, so the formation period and the shock period may be combined into one; For example, at a certain stage, there are personnel changes (increase or decrease), the team has just reached the forming stage, and the backbone of the team leaves and joins new people. At this time, it may return to the shock period; The model is related to organizational culture, such as is the organizational environment safe? Is it a hierarchical system of tube control? If there is not enough security and authorization, it is difficult for the team to reach the ideal state in the forming period; The model is related to the state of the organization, such as whether the organization is in a positive development period, or a stable or even downward business stage. If it is the latter, the shock period may be very long. As for the fifth stage, although I read Tackman's article carefully, I am still confused about it. Perhaps my own understanding is not necessarily correct, but I think that the fifth stage summarized in the model is because most of the research objects are project-oriented teams, and the fifth stage in the product-oriented long-term stable team is not consistent with the fifth stage in the model. However, it is still reflected in some times. For example, the content of team work has changed fundamentally, and even there is an empty window period. At this time, the team is in the fifth stage, and the rest period is a better name than the end.
What is the use of Tackman model?
Help the person in charge of the team to recognize the current stage of a team's construction and what measures can be taken to help the team quickly transition from formation to formation. It can help the team to set clearer goals, formulate basic rules at the right time, accept conflicts and guide the team well.
Reference article:
《Developmental sequence in small groups.》
《Stages of Small-Group Development Revisited》
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