Last week we tested your knowledge about Tuckman’s 5 Stages of Group Development and promised to delve deeper into the theory to understand how it impacts our daily lives.
You may recall a time when being a team member proved to be a phenomenal experience. A common goal and clear sense of direction facilitated an open environment where everyone could share ideas. This is not to say that the group was above disagreements; instead, dissent was expressed and received in a culturally reflective manner. Accomplishing the mission elicited a feeling of collective achievement that colored your attitude regarding engaging with others in a dynamic, safe community.
Now, dig into the past and reminisce about joining a group that could barely find its way out of a wet paper bag on a good day. During your tenure with the organization, was bickering among teammates encouraged in lieu of appropriate conflict resolution? Did the perception of being “stuck in a rut” evolve into a cloud of gloom permeating throughout the squad? Groups that fail to navigate Tuckman’s stages of development are stagnated by overwhelmed members trying to survive versus thrive.
My team experiences have been
A. Amazing, thus far.
B. Utterly draining.
C. Complicated.
The process of team growth and maturation is not a random phenomenon that occurs when people gather together. First, elite organizational achievement begins with interpersonal relationships that shape the pathway toward success or failure. Next, mutually agreeing upon goal achievement and acceptable community behaviors is integral to formation. Finally, MIT author Judith Stein states, “for teams to be high-performing, it is essential for them to understand their development as a team.”
Raising awareness about the phases of group development equips members with tools to assess and interpret team functionality. If you haven’t taken the pre-assessment timed quiz, report to the principle's office immediately.
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