W1_AlShehhi_Tuckman Assessment

1. Problem Definition.

A PMI competency development course commenced at Muscat on May 2015 with 25 participants from Oman. The course is broadly divided into face to face sessions as well as 12-week distance learning mode.

This first blog post is about using Bruce Tuckman “Forming, Storming, Norming and Performing” module, to which adjourning phase was added years later, to decide the leadership style appropriate the team is in, since about 50% of the course consists of team based assignments.

2. Identify the Feasible Alternative.

In his article “Development Sequence in Small Groups”, published in 1965, Dr. Bruce described the path that most teams follow on their way to high performance [1]. The model consists of four stages. These are Forming, Storming, Norming and Performing.

Team Forming Stage

Leadership Style

Forming

 * Leader to play a dominant role because members don’t have clear roles and responsibilities                                                                                                                         * Detached task-directing

Storming

* Managerially-involved stages of explanation

Norming

* Participation

Performing

* Delegation of authority and focus on developing team members                              

Table 1:  Tuckman’s phases and leadership styles

Leadership style of strategies of each one these stages are illustrated in Table1 above.

3. Development of the Outcome for Alternative

The team members assessed themselves, in terms of what stage or phase of Tuckman’s module they think they are, by answering 32 questions developed by Donald Clark[3]. Survey results processes via PERT analysis and results are shown in Table2.

 

Forming

Storming

Norming

Performing

Min

8

8

10

22

Average

21

20

23

28

Max

33

29

30

35

Mean

21

19

22

28

Sigma

4

4

3

2

Variance

17

12

11

5

P(95)                   (z=1.65)

28

25

27

31

Table 2: Team survey analysis using PERT

4. Selection of the Acceptable Criteria.

A confidently level of 95% selected as it is vital for team leaders to identify exactly what sort of management style they should implement and spot any flows in the team’s performance sooner rather than later.

5. Analysis and Comparison of the Alternative.

As it is clear from the table above team is 95% in performing stage and merely a probability of  5% that it is in any other stage/phase. Despite the short period of five days, the team could pass through most difficult part, storming, relatively quickly. This could be attributed to the fact that al team members come from the same country and have common background which formed concrete firm basis of a good performing team.

6. Selection of the Preferred Alternative.

As it is clear from Table 2, team leaders should delegate authority and focus on developing team members as a preferred alternative.

7. Performance Monitoring and the Post Evaluation of Result.

Although team is in performance stage, it requires continuous monitoring and periodic evaluation of its performance. It is suggested team performance to be evaluated every three weeks.

8. References:

  1. Forming, Storming, Norming, and Performing: Understanding the Stages of Team Formation. (n.d.). Forming, Storming, Norming, and Performing. Retrieved June 8, 2014, from http://www.mindtools.com/pages/article/newLDR_86.htm
  2. Stages of Group Development: Forming, Storming, Norming, Performing and Adjourning, Retrived on June 8, 2014, from http://education-portal.com/academy/lesson/stages-of-group-development-forming-storming-forming-performing-adjourning.html#lesson
  3. Tuckman Forming, Storming, Norming, and Performing Model, Retrieved June 8, 2014, from http://www.businessballs.com/tuckmanformingstormingnormingperforming.htm
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