W1_HYCIENTH_T​UCKMAN ANALYSIS ASSIGNMENT 

1. Problem Recognition and Definition  

This assignment is aimed at  determining  which of Tuckman’s Stages or Phases our team (Bristo 12) is in and use that to determine which LEADERSHIP STYLE is appropriate to manage the team to successfully achieve it two aim:

1. Prepare for and pass at least one of the AACE/PMI certification examinations

2.  Generate Return on Training investment (RoTI) for our sponsoring organizations/self

Figure 1: Bruce W. Tuckman - forming, storming norming and performing in groups (source: http://www.infed.org/thinkers/tuckman.htm#intro)

Test Result

Forming Stage	Storming Stage	Norming Stage	Performing Stage
24	22	26	22

Table 1: Result from the self-assessment of Bristol 12 Team

 2.   Development of  the Feasible Alternatives to determine the Leadership Style

Daniel Goleman describes six different styles of leadership:

1)     Visionary: “Visionary leaders articulate where a group is going, but not how it will get there – setting people free to innovate, experiment, take calculated risks,” write Mr. Goleman and his coauthors.

2)     Coaching: This one-on-one style focuses on developing individuals, showing them how to improve their performance, and helping to connect their goals to the goals of the organization or team.

3)     Affiliative: This style emphasizes the importance of team work, and creates harmony in a group by connecting people to each other.

4)     Democratic: This style draws on people’s knowledge and skills, and creates a group commitment to the resulting goals. It works best when the direction the organization should take is unclear, and the leader needs to tap the collective wisdom of the group.

5)     Pacesetting: In this style, the leader sets high standards for performance. He or she is “obsessive about doing things better and faster, and asks the same of everyone.”

6)     Commanding: This is classic model of “military” style leadership – probably the most often used, but the least often effective.

The most effective leaders move among these styles adopting the one that meets the needs of the moment.

1. 3.    Develop the outcomes for each alternative

Which leadership styles best suite each stage of TurcKman’s  team development stages?

1. At the Forming stage were team members are wondering where to go, high learning and little commitment from them, a visionary leader would be most appropriate, pointing the way for the entire team. The leader should also be afflictive to help build team spirit.

2. At the Storming stage, roles and responsibilities are articulated, problems solving doesn’t work well and level of participation by members is at its highest (for some) and its lowest for some, a coaching leadership style would be appropriate combined with democratic leadership.

3. At the Norming stage, the team has all the resources for doing the job, appreciation and trust build, team confidence grow and commitment from all members on direction and goals. A pacesetting leadership would do the team the most good with the team leader reinforcing team norms.

4. At the Performing stage, team m members feel very motivated, individuals take pleasure in the success of the team and openness and support is high, an affiliative leadership style, combined with democratic and pacesetting qualities will keep the team going.

 4.  Selection of the acceptable criteria.

From my self-assessment of the team, I find a small difference in four scores (refer to Table 1). This suggests one of two things:

1.     Bristol 12 team’s behaviours are highly variable or

2.     Bristol 12 Team is in the Storming phase. The team is highly volatile with some team members participation at the highest and some at the lowest. 

1. 5.   Select the preferred alternative 

Coaching and mentoring of team members with lowest participation by their highly motivated team mates would help the team at this stage. Coaching and democratic leadership would pull the team through this stage, a stage were most teams break apart.  

1. 6.   Performance Monitoring & Post Evaluation of Result
2.  For the Bristol12 Team to survive and achieve it aim, it must quickly move from the Stoming phase to the Norming phase in the coming weeks.  Program and Project Managers must actively support and reinforce team behavior, facilitate the group for wins, create positive environment.  Team members must work actively to support one another other. At the Norming phase, success occurs and the team becomes creative.  

1. 7.   Reference: 

1.     Donald Clark (2002) Working on Teams: Survey: What Stage is our Team in? Retrieved from: http://www.cscaweb.org/EMS/sector_team/support_files/tools_for_the_team/tool_stage.pdf

2.     Mark K. Smith (2005).bruce w. tuckman - forming, storming norming and performing in groups. Retrieved from: http://www.infed.org/thinkers/tuckman.htm

3.     Tuckman’s Development Stages Tasks and Behaviors. Retrieved from http://www.e3smallschools.org/download/TuckmansTeamDevelopmentModel.pdf

4.     Leadership Styles. Retrieved from: http://guides.wsj.com/management/developing-a-leadership-style/how-to-develop-a-leadership-style/