#Teamwork simple diagrams full#

Tuckman's Model of Team Development Diagram

The leader delegating and overseeing ( similar to the Situational Leadership® 'Delegating' mode).

Team members might ask for assistance from the leader with personal and interpersonal development.

The team does not needing to be instructed or assisted.

The team requires delegated tasks and projects from the leader.

The team can work towards achieving the goal and attend to relationship, style and process issues along the way.

However, they are now resolved within the team positively, and necessary changes to processes and structure are made by the team. A focus on over-achieving goals and the team makes most of the decisions against criteria agreed with the leader.It is now independent and does not need interference or participation from the leader. It is now clear why the team is doing what it is doing. The team's increased strategic awareness.The leader facilitates and enables ( similar to the Situational Leadership® 'Participating' mode).There is general respect for the leader and leadership responsibilities are now shared amongst the team.The team discusses and develops its processes and working style.The team may engage in fun and social activities. Smaller decisions may be delegated to individuals or small teams within the group. Big decisions are made by group agreement.Roles and responsibilities are clear and accepted.Agreement and consensus largely forms among the team, who respond well to facilitation by the leader.The leader coaches ( similar to Situational Leadership® 'Selling' mode).Compromises may be required to enable progress.The team needs to focus on its goals to avoid becoming distracted by relationships and emotional issues. Clarity of the team's purpose increases but many uncertainties persist.Team members attempt to establish themselves and their position in relation to other team members and the leader, who might receive challenges from team members. A lack of agreement when it comes to making group decisions.The leader directs ( similar to Situational Leadership® 'Telling' mode).Members test the tolerance of the system and leader.

The leader must be prepared to answer lots of questions about the team's purpose, objectives and external relationships.

Individual roles and responsibilities are unclear.

Little agreement on team objectives other than those received from the leader.

High dependence on the leader for guidance and direction.

What are the Four Stages of Team Development?īelow the features of each phase will be outlined in detail.

The Conscious Competence Learning Model, together with Kolb's Learning Cycle Theory, and the Johari Window Model all provide helpful additional ways to learn and to teach others about Tuckman's ideas and their applications.

See also Leadership tips and Leadership theories, both of which relate strongly to understanding and managing groups.

In Tuckman's 'Forming, Storming, Norming, Performing' model, Hersey's and Blanchard's Situational Leadership® model and in Tannenbaum and Schmidt's Continuum, we see the same effect, represented in three ways.

This progression of team behaviour and leadership style can be seen clearly in the Tannenbaum and Schmidt Continuum - the authority and freedom extended by the leader to the team increases while the control of the leader reduces.

#Teamwork simple diagrams full#

Tuckman's model is especially helpful in training people on group work, thus enabling groups to fulfil their full potential. This simple overview of the Tuckman 'Forming, Storming, Norming, Performing' model offers a simple way to understand how groups develop. At this point, the team may produce a successor leader and the previous leader can move on to develop a new team.

Beginning with a directing style, moving through coaching, then participating and finishing with delegation, at which point they are almost detached. Tuckman's model explains that as the team develops maturity and ability, relationships establish, and the leader changes leadership style. Both of these theories and how they overlap with Tuckman's model will be briefly outlined below. Similarities can be seen with other models, such as Tannenbaum and Schmidt Continuum and especially with Hersey and Blanchard's Situational Leadership® model, developed about the same time. The 'Forming, Storming, Norming, Performing' theory is an elegant and helpful explanation of team development and behaviour. He later added a fifth stage, Adjourning, in the 1970s. Bruce Tuckman's 1965 Team-Development Model Background Informationĭr Bruce Tuckman published his 'Forming, Storming, Norming, Performing' model in 1965.