Organisational Behaviour
Tuckman's Model Explained
Tuckman's model, proposed by psychologist Bruce Tuckman in 1965, outlines the stages that teams
typically go through as they develop and become productive. This model is crucial for understanding
group dynamics and enhancing team effectiveness. Here’s a detailed explanation of the five stages:
Forming: This is the initial stage where the team comes together. Members are often polite, positive,
and a bit anxious as they get to know one another.
Individuals are learning about the team’s goals, roles, and responsibilities. There is a high
dependence on the leader for guidance and direction.
Storming - This stage is characterized by conflict and competition as team members assert their
opinions and vie for positions. Disagreements and tensions may arise over goals, roles, and
procedures. This is a critical stage where the team’s ability to resolve conflicts and work together is
tested.
Norming: - During the norming stage, the team begins to resolve differences, establish norms, and
develop stronger relationships.
There is a growing sense of cohesion and cooperation. Team members start to accept each other’s
strengths and weaknesses, and constructive feedback becomes more common.
Performing: - At this stage, the team is fully functional and works towards achieving its goals
effectively and efficiently.
Roles are clear, and team members are motivated and competent. There is a high level of autonomy,
and the team can handle decision-making and problem-solving independently.
Adjourning (or Mourning):- Added in 1977, this final stage involves the disbanding of the team after
achieving its goals. Team members may experience a sense of loss as they prepare to move on to
new tasks or projects. There is often a period of reflection on achievements and experiences.
10 beliefs
Common misunderstandings that obstruct successful organizational transformation are examined in
10 Beliefs That Get in the Way of Organizational transformation. The authors believe that in order to
address both issues and build their organizations, effective leaders must move quickly and strongly.
They highlight five essential tactics that leaders can use to encourage quick change:
1. Identify the Real Problem - Understand the core issues that need addressing.
2. Build or Rebuild Trust with Stakeholders- Establish a foundation of trust to ensure support for
change.
3. Create Inclusive Conditions: Ensure all team members can thrive in the changing environment.
4.Tell a Compelling Story-Communicate the necessity and benefits of the change effectively.
