Tuckman's model explains that while the team develops maturity, skills and establishes relationships among its members, the leader is changing his style leadership. Starting with a management style, moving into the coaching, then participating and ending with almost independent delegation. At this point the team could produce a successor leader and former leader can move from place to develop a new team. The authority and freedom extended by the leader to the team on the rise as the leader's control is decreasing.
phases of it are:
TRAINING-PHASE 1
At this stage the group is just conforming to what is also called as a stage of preparation or guidance. It is characterized usually because people try to stand out, also denoted insecurity and weakness among its members, despite the outgoing members quickly assume a leadership class. Conscience to remain predominant.
There is a high dependency on the leader in the guidance and direction. Individual roles and responsibilities are unclear. The leader must be prepared to answer lots of questions about the team's purpose, objectives and external relationships. The processes are almost always ignored. Members evaluated the tolerance of system and leader. The leader leads.
CONFLICT-PHASE 2
already established group, it is a time of tricks to reach a position, authority and influence among its members. Referred to this phase as dissatisfaction, setting or in the metaphor of a rowing boat turning in circles.
This is a period of testing the leader. Appear or generate disagreements and roles are eventually distributed. Leaders who left early probably will not survive this period: the most uncomfortable phase of group life is like a teenager in the group.
Decisions are not made easy in the group.
Team members compete with each other to take positions as they try to establish on their own relationships with other team members and its leader, who may receive challenges from team members. Clarity of purpose increases but amounts of uncertainties persist. They form gangs and groups and can provide power struggles. The team must stay focused on your goals to avoid distractors which have occurred due to the relationships among members and emotional issues. Commitment is required to make progress. The leader acts as a coach.
STANDARDIZATION-PHASE 3
Once ordered internal structure, then we have what the group has been formed. It is also called integration phase or take the course.
kind of behavior and contribution is acceptable and what not. Members explore behind the process of power struggle and begin to formulate some idea of \u200b\u200bthe identity of the group, now the group is in the minds of its members. Of course this is rarely done explicitly, so you can go back the earlier stage of conflict.
agreement and consensus is formed within the team, which responds well to the teaching of leadership. Roles and responsibilities are clear and accepted. Major decisions are made on the group, the small decisions are delegated to individuals or small teams that are formed within the group. The union and commitment are strong.
team can get involved in fun activities and social. The team discusses and develops its processes and how they work. The leader is respected by the team and part of leadership is shared by the team. The leader facilitates and trains.
PERFORMANCE-PHASE 4
From This time, the group begins to work on the basis of a relatively stable structure. This phase is also referred as Production or "Rowing at full speed."
The team is strategically alert. The team knows in advance why they are doing and what they are doing. The team has a shared vision and is able to stand on their own without the intervention or participation of the leader. There is a focus on achieving results and the team makes decisions for himself. The team has a high degree of autonomy.
Disagreements occur but now they are resolved within the team positively and necessary changes to the process and structure are made by the team.
The team is now able to achieve goals and to address issues of relationships, styles and processes along the road.
Team members are cared for each other. The team requires the leader to delegate tasks and projects. The team need not be instructed or assisted. Team members may request assistance from the leader. The delegation leader and go over all.
In this process diagram is presented as a linear sequence, but rather as a cycle after their initial training. But in reality, is not really a cycle, the group can go from any of his three previous statements to others.
In open groups, where members come and go, it can be reset to the phase of training, particularly if the group is small and substantial turnover.
END-STAGE 5
This stage is the group from a perspective beyond the purpose of the first four phases. Completion stage is undoubtedly very important for team members and their welfare, but not to the main task of managing and developing a team that clearly focuses on the four original stages.
At this stage the group provides its dissolution and death. Fortunately it is the disintegration of the group when the task is successfully completed and their purpose is reached. All members can be moved to new things feeling good about what they have achieved. From an organizational perspective, recognition of and sensitivity to the vulnerability of people in Tuckman's fifth stage is helpful, particularly if group members have been very close and feel a sense of insecurity or threat from this change. Feelings of insecurity may be natural for people with a sense of belonging and strong routine styles and empathy.
Disintegration stage is becoming more prevalent with the emergence of virtual organizations, which does not end when the project or order sought.
Source: Muniliberia.gov.cr
Photo:
congresopmicr.com
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