Tuckman's Lifecycle Of Group Analysis
Content
1. Introduction----------------------------------------------------------------------------------p.1
2. Two theories analysis and application----------------------------------------------------p.1
2.1 Belbin’s 9 Team Roles Model-----------------------------------------------------p.1
2.2 Tuckman’s Lifecycle of Teams----------------------------------------------------p.2
2.3 Application---------------------------------------------------------------------------p.3
3. Conclusion-----------------------------------------------------------------------------------p.3
References--------------------------------------------------------------------------------------p.4
1. …show more content…
There is no perfect person but the perfect team before he developed this theory (Belbin, 1981). He also mentioned that ‘a team of six was found to be the most suitable for enabling a management team to tackle a complex problem’(Belbin, 1981, p.116), meaning that there are some of the team members would have to perform as more than one role (Fisher et al., 1997). There is, however, no scheme of power and control exploring in this well established team roles theory. It can not measure the power and control to form a group of subjects, whose functions are already recognized. That is to say, a forecast should be conducted regarding their attitude to the team from a consideration of each Belbin team role. If it is possible, then the validity of using Belbin’s 9 Team Roles model could have been built (Fisher et al., 2000). In terms of the 9 team roles, it is still debatable though the 9 characteristics can be clearly defined one from another. It definitely looks like in vain to discriminate between implementer and complete-finisher roles in practical. Therefore, HR managers or specific trainers could take individuals with their strong preferences as exchangeable when it comes to the contributions to the team works …show more content…
Tuckman (1965), the lifecycle of teams. In this model, he shown what the stages of building a team and how this group works through the life cycle to become an effective team. Tuckman divided this process into five steps, namely: forming, storming, norming, performing and adjourning (Feltham, 2012). At first glance, team members are polite and welcoming each others in Forming. People do not want to offend others because they intend to be accepted in the team. As the team decides how to work together, team member may discuss about setting the regulations and roles. Moving to the second stage, storming, there are more ideas and thoughts openly expressed in the team. Besides, conflict may also happen easily during this time. Team members may compete for the positions and the challenge. In Norming, team members start to feel the sense of belonging in the team. Each team member realizes own role and responsibility. There is an agreement among team members about the norms and expectation of the achievement. In terms of the fourth stage, Performing, until achieve this stage, it is eventually rely on the successful sequences through the previous stages. Team members understand obviously about what and why they are doing. The linkage among each person is strong. They can deal with the problems quickly and effectively. The last stage, Adjourning, is related to the end term of the teams. It can be carrying
1. Introduction----------------------------------------------------------------------------------p.1
2. Two theories analysis and application----------------------------------------------------p.1
2.1 Belbin’s 9 Team Roles Model-----------------------------------------------------p.1
2.2 Tuckman’s Lifecycle of Teams----------------------------------------------------p.2
2.3 Application---------------------------------------------------------------------------p.3
3. Conclusion-----------------------------------------------------------------------------------p.3
References--------------------------------------------------------------------------------------p.4
1. …show more content…
There is no perfect person but the perfect team before he developed this theory (Belbin, 1981). He also mentioned that ‘a team of six was found to be the most suitable for enabling a management team to tackle a complex problem’(Belbin, 1981, p.116), meaning that there are some of the team members would have to perform as more than one role (Fisher et al., 1997). There is, however, no scheme of power and control exploring in this well established team roles theory. It can not measure the power and control to form a group of subjects, whose functions are already recognized. That is to say, a forecast should be conducted regarding their attitude to the team from a consideration of each Belbin team role. If it is possible, then the validity of using Belbin’s 9 Team Roles model could have been built (Fisher et al., 2000). In terms of the 9 team roles, it is still debatable though the 9 characteristics can be clearly defined one from another. It definitely looks like in vain to discriminate between implementer and complete-finisher roles in practical. Therefore, HR managers or specific trainers could take individuals with their strong preferences as exchangeable when it comes to the contributions to the team works …show more content…
Tuckman (1965), the lifecycle of teams. In this model, he shown what the stages of building a team and how this group works through the life cycle to become an effective team. Tuckman divided this process into five steps, namely: forming, storming, norming, performing and adjourning (Feltham, 2012). At first glance, team members are polite and welcoming each others in Forming. People do not want to offend others because they intend to be accepted in the team. As the team decides how to work together, team member may discuss about setting the regulations and roles. Moving to the second stage, storming, there are more ideas and thoughts openly expressed in the team. Besides, conflict may also happen easily during this time. Team members may compete for the positions and the challenge. In Norming, team members start to feel the sense of belonging in the team. Each team member realizes own role and responsibility. There is an agreement among team members about the norms and expectation of the achievement. In terms of the fourth stage, Performing, until achieve this stage, it is eventually rely on the successful sequences through the previous stages. Team members understand obviously about what and why they are doing. The linkage among each person is strong. They can deal with the problems quickly and effectively. The last stage, Adjourning, is related to the end term of the teams. It can be carrying