Tuckman's Stages Model

Tuckman's Stages model

Bruce Tuckman reviewed about fifty studies of group development (including Bales' 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).

Forming: Group members learn about each other and the task at hand. Indicators of this stage might include: Unclear objectives, Uninvolvement, Uncommitted members, Confusion, Low morale, Hidden feelings, Poor listening, etc.

Storming: As group members continue to work, they will engage each other in arguments about the structure of the group which often are significantly emotional and illustrate a struggle for status in the group. These activities mark the storming phase: Lack of cohesion, Subjectivity, Hidden agendas, Conflicts, Confrontation, Volatility, Resentment, anger, Inconsistency, Failure.

Norming: Group members establish implicit or explicit rules about how they will achieve their goal. They address the types of communication that will or will not help with the task. Indicators include: Questioning performance, Reviewing/clarify objective, Changing/confirming roles, Opening risky issues, Assertiveness, Listening, Testing new ground, Identifying strengths and weaknesses.

Performing: Groups reach a conclusion and implement the solution to their issue. Indicators include: Creativity, Initiative, Flexibility, Open relationships, Pride, Concern for people, Learning, Confidence, High morale, Success, etc.

Adjourning: As the group project ends, the group disbands in the adjournment phase. This phase was added when Tuckman and Jensen's updated their original review of the literature in 1977.

A manager develops a strategy for empowering others to remove barriers and encouraging risk-taking and creative problem solving.

Which phase of change is the manager trying to support?

Choose 1 answer

A.

Movement

B.

Endings

C.

Initial phase

D.

Reengineering

What factor results in greater resistance to change in some cultures than in others?

Choose 1 answer

A.

Ethnocentrism

B.

Reliance on tradition

C.

Cross-cultural complexity

D.

Global sensitivity

How does innovation benefit an organization?

Choose 1 answer

A.

Inhibits the long term effectiveness of employees

B.

Enhances the firm's ability to remain competitive

C.

Reduces the firm's use of research and development

D.

Extends the life of current customer needs

How does innovation benefit an organization?

Choose 1 answer

A.

Inhibits the long term effectiveness of employees

B.

Enhances the firm's ability to remain competitive

C.

Reduces the firm's use of research and development

D.

Extends the life of current customer needs

Why would a celebrating failure strategy be appropriate for encouraging innovation when a previous innovation failed?

Choose 1 answer

A.

Firms need to punish failures as examples to avoid future failures.

B.

Employees will fear the formal humiliation of failure.

C.

Managers will enhance controls to avoid failure.

D.

Employees and management learn from failures.

What is an important characteristic of effective strategic objectives?

Choose 1 answer

A.

Expressed in words, not numbers

B.

Not difficult to achieve

C.

Describe specific work activities

D.

Are measurable

Which of the following strategic objectives demonstrates cross-cultural awareness?

Choose 1 answer

A.

Provide top-notch service to increase customer loyalty.

B.

Increase sales by satisfying the needs of diverse customers.

C.

Keep customers content.

D.

Increase sales by serving current markets

What is the difference between core competencies