CONVOCATION:
Bruce Tuckman reviewed about fifty studies of group
development (including Bale’s model) in the mid-sixties and synthesized their
commonalities in one of the most frequently cited models of group development
(Tuckman, 1965).
The model describes four linear stages (forming,
storming, norming, and performing) that a group will go through in its unitary
sequence of decision making. A fifth stage (adjourning) was added in 1977 when
a new set of studies were reviewed (Tuckman & Jensen, 1977).
The Forming – Storming – Norming – Performing
model of group development was first proposed by Bruce Tuckman in 1965, who
maintained that these phases are all necessary and inevitable in order for the
team:
1.
To grow,
2.
To face up to challenges,
3.
To tackle problems,
4.
To find solutions,
5.
To plan work, and
Forming
In the first stages of team building, the forming of the team takes place. The
individual's behavior is driven by a desire to be accepted by the others, and
avoid controversy or conflict. Serious issues and feelings are avoided, and
people focus on being busy with routines, such as team organization, who does
what, when to meet, etc. individuals are also gathering information and
impressions - about each other, and about the scope of the task and how to
approach it. This is a comfortable stage to be in, but the avoidance of
conflict and threat means that not much actually gets done.
The team meets and learns
about the opportunities and challenges, and then agrees on goals and begins to
tackle the tasks. Team members tend to behave quite independently. They may be
motivated but are usually relatively uninformed of the issues and objectives of
the team. Team members are usually on their best behavior but very focused on
themselves. Mature team members begin to model appropriate behavior even at
this early phase. Sharing the knowledge of the concept of "Teams -
Forming, Storming, Norming, Performing" is extremely helpful to the team.
Supervisors of the team
tend to need to be directive during this phase.
The forming stage of any
team is important because, in this stage, the members of the team get to know
one another, exchange some personal information, and make new friends. This is
also a good opportunity to see how each member of the team works as an
individual and how they respond to pressure.
Storming
Every group will next
enter the storming stage in
which different ideas compete for consideration. The team addresses issues such
as what problems they are really supposed to solve, how they will function
independently and together and what leadership model they will accept.
Team members open up to
each other and confront each other's ideas and perspectives. In some cases storming can be resolved quickly. In
others, the team never leaves this stage. The maturity of some team members usually
determines whether the team will ever move out of this stage. Some team
members will focus on minutiae to evade real issues.
The storming stage is necessary to the
growth of the team. It can be contentious, unpleasant and even painful to
members of the team who are averse to conflict. Tolerance of each team member
and their differences should be emphasized. Without tolerance and patience the
team will fail. This phase can become destructive to the team and will lower
motivation if allowed to get out of control. Some teams will never develop past
this stage.
Supervisors of the team
during this phase may be more accessible, but tend to remain directive in their
guidance of decision-making and professional behavior. The team members will
therefore resolve their differences and members will be able to participate
with one another more comfortably. The idea is that they will not feel that
they are being judged, and will therefore share their opinions and arguments.
Norming
The team manages to have
one goal and come to a mutual plan for the team at this stage. Some may have to
give up their own ideas and agree with others in order to make the team
function. In this stage, all team members take the responsibility and have the
ambition to work for the success of the team's goals.
Performing
It is possible for some
teams to reach the performing
stage. These high-performing teams are able to function as a unit as they find
ways to get the job done smoothly and effectively without inappropriate
conflict or the need for external supervision. By this time, they are motivated
and knowledgeable. The team members are now competent, autonomous and able to
handle the decision-making process without supervision. Dissent is expected and
allowed as long as it is channeled through means acceptable to the team.
Supervisors of the team
during this phase are almost always participative. The team will make most of
the necessary decisions. Even the most high-performing teams will revert to
earlier stages in certain circumstances. Many long-standing teams go through
these cycles many times as they react to changing circumstances. For example, a
change in leadership may cause the team to revert to storming as the new people challenge the existing norms and
dynamics of the team.
CASE
SCENARIO FOR OUR NATIONAL SCOUT ORGANIZATION
In trying to rebuild our National
Scout Organization, different ideas would come up, as part of what the
Solutions could be in terms of managing the polity, the Constitution and the
Administration/Management. However, one common Goal is that we all want to grow
together as a “TEAM”. All the Four phases of Bruce Truckman could
be inevitable and are bound to occur. Our greatest Strengths would be our
ability to be able to manage our differences without dis-integrating our
collective zeal to achieve greatness in the Nigeria Scout Association. I would
like to end this write up with the full definition of the acronym TEAM; which
means:
T = Together
E = Everyone
A = Achieves
M = More
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