On its way to reach a goal, a team will experience several stages since the beginning of the formation to become an established and stable team. Some of these stages, according to the model of team development, published by Bruce Tuckmann (1965) are as follows: Forming, Storming, Norming and Performing.
According Tuckmann, Forming is an initial phase of forming a team, where each member is still exploring each other’s role and functions of each other, the conflict as much as possible be avoided, and the dependence on the instruction and decision making of leaders of the group is very large.
Storming is a stage where each member began to dare to explore further and argue, and sometime challenged by other members. At this stage the objective to be achieved was more obvious than the phase of forming. But the team’s goals and the formal role of the team is still unclear.
In the Norming phase, slowly conflict each team member began to subside, everyone began to focus on something that must be resolved, another one began to help each other. Rules in the group began to grow and improve. Internal conflicts began to decrease, attention turned to the conflict from the outside.
Performing phase is a stage where the team has begun to show itself as an established stable team, and work optimally. Any members look after each other and act as a compact family for one another. Differences between team members are very small and can be controlled.
The result of my assessment of the team Subajou using Donald Clarck’s Tuckmann Questionaire, obtained the following results:
Forming: 32, Storming: 26, Norming: 29, Performing: 29
My observation indicated that Subajou team currently is at the Forming stage. The observation is only based on an intensive five days meeting, and several days of interaction online.
Based on the Blanchard-Hersey’s Situational Leadership® model, to manage a team that still in the forming phase, a dominant role of team leader is needed. Leader must define the role of each member, give directions and instructions clearly, and supervise them well. The team decision should be initiated by team leader, and tend to one-way communication.
The above leadership style is appropriate to be applied to Subajou team at this time. It is reasonable, since the team was newly formed and given tasks which are relatively new and quite a lot. The role of Subajou’s leader is very essential in bringing this team towards a better performance, but the cooperation of all team members to comply with the instructions and carry out orders from the leader is no less importance, so that the ultimate goal of Subajou team can be achieved effectively and efficiently.
Blanchard,K. ,Hersey,P. Situational Leadership Model. Retrieved from Web site:
Clark, D. (2007). Donald Clark’s Tuckman’s Questionnaire. pdf. Retrieved from Web site: http://www.lx.nhs.uk/kms/Trafford/Trafford%202006%20-%202007/PPI%20Forum%20South%20Manchester%20University%20Hospital/Donald%20Clark%27s%20Tuckman%20Questi
Tuckman, B. (1965). Bruce Tuckman forming storming norming performing team development model. Retrieved from Web site: http://www.businessballs.com/tuckmanformingstormingnormingperforming.htm
Tuckman, B. (1965). Bruce w. tuckman – forming, storming norming and performing in groups. Retrieved from Web site:
“Form, Storm, Norm, Perform.” changingminds.org. Changing minds, n.d. Web. 21 Mar 2011.