W1_Asibeli Ugboma_Tuckman Assessment

Problem Recognition, Definition and Evaluation

I am trying to determine which of Tuckman’s Stages my team (BISTRO12) is in and use that to determine which Leadership style represents where we are.

Tuckman’s model consist of  four stages initially – Forming, Storming, Norming and Performing. Later in 1970, he added the 5th stage – Adjourning.

In order to determine the stage we are in, 32 questions must be answered by each member of the team

Based on the Table above we are going through a Transition stage. The Forming stage is 28 while the Staging stage is 29. This clearly indicates that we are in the Staging stage.

Where are we

We are definitely in the Storming Stage because this is marked by more defined roles and responsibilities among team members. We did that by creating the Project Plan and working in small teams. We also still have lack of trust amongst ourselves because 5 days is too short to get to know someone and this hinders effective teamwork. The role of the leader during the storming stage is to coach team members and guide us toward team cohesion and a shared vision. This was clearly demonstrated when a smaller group of people had to come together.

  

Where should we be

All teams go through all development stages and research has shown that there is no one size fits all leadership style. Leadership is less about your needs and more about the needs of the people and the organization you are leading. Leadership styles are not something to be tried on like so many suits, to see which fits. Rather they should be adapted to the Particular demands of the situation, the particular requirements of the people and the particular challenges facing the organization

In the book ‘Primal Leadership, Daniel Goleman describes six different types of Leadership, the most effective leaders can move among these styles adopting the one that meets the needs

·         Visionary

·         Coaching

·         Affiliative.

·         Democratic.

·         Pacesetting

·         Commanding.

 Conclusion

I will say Bistro12 is currently in the Coaching. This is because we are trying to develop ourselves and also being shown how to improve our performance on the job, and helping to connect our goals to the goals of our respective organization.

References

Tuckman Forming Storming Norming Performing Model

http://www.businessballs.com/tuckmanformingstormingnormingperforming.htm

Appropriate Leadership styles

http://www.ehow.com/info_8132189_appropriate-styles-stage-team-building.html

http://guides.wsj.com/management/developing-a-leadership-style/how-to-develop-a-leadership-style/

http://www.nwlink.com/~donclark/leader/teamsuv.html

W1_LaShae Davis_Tuckman Analysis Assignment

1.     Problem Recognition, Definition and Evaluation

Problem is to determine which of Tuckman’s Stages our team is in and use that to determine which leadership style is appropriate to use for the stage we are in.

According to Tuckman, there are four stages of Team Development, Forming, Storming, Norming and Performing. In order to determine in what stage a team is, 32 questions must be answered by each member of the team.

Table 1 Showing outcome of the 32 questions on Tuckman’s Team Formation stages.

Based on above table, the team is currently in the Forming stage, with the highest score of 34.

1.   Development of Feasible Alternatives

The possible leadership styles (alternatives) appropriate for this stage of team formation are:

a)     Autocratic

b)    Democratic

c)    Transactional

d)    Laissez-faire

2.     Develop the outcomes for each alternative

Based on the assessment, BISTRO 12, is currently in the Forming stage. The team is assembled and the tasks have been allocated.  We are still behaving largely independently and still have a way to go to build unconditional trust.  Since it is still not clear how we will perform the best leadership style to be adopted at this stage is Autocratic. With apparent lack of clear direction, this is the stage at which the team leader should make decisions as soon as possible, retain responsibilities and ‘tell’ the team members what to do.

3.     Selection of the acceptable criteria

      The criteria are the possible leadership styles

4.     Analysis and comparison of the alternatives

Autocratic leaders make decisions and assume responsibility within reasonable time without having to wait unduly for other members that lack clarity on what to do.

Democratic leader are characterized by lengthy decision making process because of the attitude to involve everyone in decision making. The team is large, geographically dispersed, has varying levels of commitment within the team and we are already in danger of falling behind our plan.  At this point we can’t risk further delay due to ineffective time to make decisions.

Transactional leadership is not ideal in this stage because it is based on motivating followers through a system of rewards (carrot) and punishments (stick). However, no punishment should be administered in a situation where clarity is lacking on details of requirements and it is be to early to give award based on exceptional performance.

As laissez-faire leaders leave team members to work on their own, this style is not advised until the team well understands what is required of them and has less pressure on timelines.  Based on the milestones in this team, laissz-faire may never be appropriate for this team.

5.   Select the preferred alternative

The preferred alternative is Autocratic leadership style during team’s forming stage.

6.   Performance Monitoring & Post Evaluation of Result

Team performance will bet racked on weekly using SPI and CPI as key performance indicators.  Another less scientific way to measure performance of the team and movement into the next phase is the number of members who are “fired” or drop off voluntarily.

References:

1.         Forming, Storming, Norming, and Performing:  Helping new teams perform effectively, quickly

Retrieved from:

http://www.mindtools.com/pages/article/newLDR_86.htm

2.         Forming – Storming – Norming – Perfroming

Retrieved from:

http://www.teambuilding.co.uk/Forming_Storming_Norming_Performing.html

3.         Different leadership styles for different team development stages

Retrieved from:

http://www.theindependent.co.zw/2012/05/31/different-leadership-styles-for-different-team-development-stages

4.         Leadership Style and Team Development Stages

http://www.pmcomplete.com/BPM/HTML/bpm03hv.asp

5.         Different Leadership styles for different team development stages

http://www.theindependent.co.zw/2012/05/31/different-leadership-styles-for-different-team-development-stages/

W1 – Oge.Aniagboso – Tuckman Analysis Assessment

W1 – Oge.Aniagboso – Tuckman Analysis Assessment

Result of the Assessment

I spent about 40 minutes in total performing the assessment/survey (including the time used to download and port the template into this report.  The table below summarizes the result of the assessment.

Item Score Item Score Item Score Item Score

1. ___2___                  2.___3___                   4.___4___                   3. __3____

5. ___2___                  7.___5___                   6.____3__                   8. ___1___

10. ___4___                9.__3____                   11.____4__                 12. __2____

15. ___4___                16.___2___                 13.___5___                 14. ___5___

18. ___4___                20.___3___                 19.___1___                 17. ___3___

21. ___4___                23.___3___                 24.___1___                 22. __3____

27. ___3___                28.____3__                 25.___3___                 26. ___2___

29. ____2__                31.____3__                 30.___3___                 32. ___3___

TOTAL _25__             TOTAL _25__             TOTAL _24__             TOTAL _22__

Forming Stage          Storming Stage         Norming Stage          Performing Stage

Where are we?

The results of the assessment are shown in the table above and as can be seen there is only a small difference among the scores.  There are three possibilities with the results which include;

1.       I do not have a clear perception of how our team currently operates

2.      Our teams behaviors are highly volatile

3.      We are in the Storming phase.

I will settle for the number 3 possibility, hence our team can be said to be at the storming stage right now.  This was aptly demonstrated in the manner we handled the project plan towards securing the “Notice to Proceed”.  We are done with the “Forming “ stage as the organization chart which shows the structure and responsibilities of key roles have be established.  However, we are now trying to recover from an initial faulty start.  One attribute of the “Storming” phase is that decisions are not easy within the team, however clarity of purpose increases notwithstanding that some uncertainties still remain.  An example of such uncertainty is agreeing the structure of the individual time cards that will feed into the weekly reports.

What leadership style should we be adopting?

Research evidences have shown that there is no one-size-fits-all leadership style to adopt for a team.  Those who dynamically adapt their behavior to match the demands of their unique team situation are considered to be successful leaders.  Hersey and Blanchard’s model of situational leadership suggests the appropriate leadership style to use based on the functional maturity of the team or individual.  An adaptation of the model is presented below;

The functional maturity in our situation relates to our level of understanding of the work that needs to be done (the weekly commitments).  I will say that we are currently between M2 and M3, hence the appropriate leadership style right now for our team should be “Selling”/”Participating” – a mid-point between supportive and directive leadership behaviors.

Conclusions

The Bristol 12 team is currently in the “Storming” phase of the team development stages and given the level of functional maturity of team members (between M2 and M4), a moderation of both supportive and directive leadership behaviors will be appropriate at this time.

References:

Tuckman’s Team Development Model

http://salvos.org.au/scribe/sites/2020/files/Resources/Transitions/HANDOUT_-_Tuckmans_Team_Development_Model.pdf

http://www.ncsu.edu/csleps/leadership/Group%20Develoment%20-%20Tuckman.pdf

What Stage is Your Team in?:

http://www.cscaweb.org/EMS/sector_team/support_files/tools_for_the_team/tool_stage.pdf

The Hersey-Blanchard Situational Leadership® Theory: Choosing the Right Leadership Style for the Right People

http://www.mindtools.com/pages/article/newLDR_44.htm

Hersey and Blanchard's situational leadership model diagrams

https://www.google.com/search?q=hersey+and+blanchard's+situational+leadership+model&hl=en&prmd=imvnsb&tbm=isch&tbo=u&source=univ&sa=X&ei=OiGRUJ70CaiZ0QXKtICQBw&ved=0CDYQsAQ&biw=1030&bih=594

W1_Reginald Nwachukwu_Tuckman Assignment

1.  Problem Recognition, Definition and Evaluation

 “I am trying to determine which of Tuchman’s Stages or Phases our team is in and use that to determine which LEADERSHIP STYLE is appropriate for me to be using

Tuckman model consist of  four stages initially – Forming, Storming, Norming and Performing. Later in 1970, he added the 5th stage – Adjourning. This Tuckman model is evaluated using a 32 questionaires that is answered by team members been analysed. The  results are now interpreted to give the stage picture of  the team progress.

                                                                                                                
                                                      10 Years later, Dr. Tuckman added the 5th stage
                                                      ...................................................................................................

                                                                                               

                                

Figure 1 Tuckman Model 

(Source: http://www.chimaeraconsulting.com/tuckman.htm)

Results:

Based on the survey, the highest score is 33 - Performing

Table 1 Test Results obtained from survey

  2  Develop Feasible Alternatives to determine Leadership Style

There are four main LEADERSHIP STYLES observed by  Hersey-Blanchard Situational Leadership Theory :

a.    Telling, Leader tells the team members what and how to do a task

b.    Selling, Leader “sells” the message of a task to get the team on board through information and direction.

c.    Participating, Leader focus on the relationship, works with the team, and shares decision-making responsibilities

d.   Delegating, Leader monitor the progress of team members and play less involved role in decision making

Figure 2 Leadership Style by Hersey-Blanchard Model

(source: http://www.learningdomain.com/Situational.pdf)

  3. Develop the Outcomes for each Alternatives

The possible outcome from the commbinations of the LEADERSHIP STYLES viz:

Alternative 1 :      Telling plus Selling equals Task driven Leadership Style

Alternative 2 :  Participating plus Delegating equals Self Accomplishing Leadership Styl

       4   Selection of the acceptable criteria.

Performing stage describe the team as follows :

-       The team member are task oriented and people-oriented

-       The team member can work independently and able to take the responsibilities

-       There is loyalty, morale, trust and high degree of comfort among team members.

The acceptable criterion could be to develop the performing stage to adjourning stage. This means that team  members can maintain high level of data sharing to with the aim to improve the sharing of skills and knowledge design for the program

5. Analysis and comparison of the alternatives

At the performing stage, each team member is well equipped to work independently while networking with other team member to a achieve program objective. "Telling" and "Selling" may be an acceptable Leadership Style for Bistro12 Team, even though "Delegating and "Participating" could still help in some situational cases.

6.   Select the Preferred Alternative

Performing style is the preferred leadership style because the team has matured to work independently and as a team collabratively. Hence the need for a leader involvement to keep the responsibilities of data/information sharing and networking. The test result show the Performing score is the highest score (33) followed by  Norming score (28). It indicates the team has transformed from Norming to Performing.   

7. Performance Monitoring & Post Evaluation of Result

The implementation result of the alternative be recorded on weekly report that submitted by each member to Program Manager. The Program Manager compile, analyze and report to Mr. Paul as Program Sponsor. In this report we can monitor the team performance under the Performing Leadership Style

R         Reference :

                     i.        Survey: What Stage is Your Team in? Retrieved from:                                                                http://www.cscaweb.org/EMS/sector_team/support_files/tools_for_the_team/tool_stage.pdf

                    ii.      The Harsey-Blanchard Situational Leadership Theory, retrieved from:

http://www.learningdomain.com/Situational.pdf

        iii.    Tuckman Team Development Model, retrieved from : http://salvos.org.au/scribe/sites/2020/files/Resources/Transitions/HANDOUT_-_Tuckmans_Team_Development_Model.pdf

W1_Doyin_Tuckman Analysis Assessment

W1_Doyin_Tuckman  Analysis Assessment

“I am trying to determine which of Tuckman’s Stages or Phases our team is in and use that to determine which LEADERSHIP STYLE is appropriate for me to be using”

Item Score                    Item Score                     Item Score                Item Score

1. _5_____                       2. _2___   __                  4.  5______              3. _5_____

5. ___1___                       7. __5___ _                    6.  4______              8 _1_____

10. __1____                     9.  3______                   11. 4____                 12. _4_____

15. __5____                    16. 1______                   13. 5_____               14. 5______

18. __5__                         20._2____                      19. _1__                   17. ___4___

21. __3____                    23. ___3___                    24. _1_____            22. ___4___

27. ___3___                    28. __1____                    25. ____4_              26. _4_____

29. ___4___                    31. _1_____                    30. 2 ______           32. __4____

TOTAL _27__               TOTAL 17___                TOTAL _29__          TOTAL _31__

Forming Stage          Storming Stage            Norming Stage        Performing Stage

Since the highest score is 31 I perceive that Bistrol 12 Team is in Performing Stage

The lowest score is 17; therefore Bistrol 12 is not in Storming Stage.

The two high scores of the Norming and Performing Stages confirm that Bistrol 12 is in the Performing Stage.

1)Develop the FEASIBLE alternatives that will address the ROOT CAUSE of any problem/opportunity.

 Visionary.

Coaching.

Affiliative. .

Demoractic

a.     

2)    Develop the outcomes for each alternative (minimum 2) by applying the tools/techniques above to produce a QUANTITATIVE comparison of the alternatives.

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. Coaching works best, Mr. Goleman writes, “with employees who show initiative and want more professional development.” But it can backfire if it’s perceived as “micromanaging” an employee, and undermines his or her self-confidence.

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. Mr. Goleman warns that this consensus-building approach can be disastrous in times of crisis, when urgent events demand quick decisions.

a.    Explain a little bit about which phase you believe the team is in based on the survey results and which of the 4 LEADERSHIP STYLES might be appropriate or best.

3)    Selection of the acceptable criteria.

a.    What is the CRITERIA to determine which of Tuckman’s Stage of Phase this team is in?

b.    Justify why or explain how you determined this value

4)    Compare the outcomes from each alternative analysis done in Step 3 against the minimum acceptable criteria from Step 4.

a.    Summarize the alternatives (usually using a table) and rank-order them from most preferable to least preferable, identifying which one(s) meet the minimum acceptable criteria to be considered

5)    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.

6)    Performance Monitoring & Post Evaluation of Result

             Teams performance would be would be tracked on weekly basis via SPI and CPI

7)    Provide your REFERENCES (preferably a minimum of 3) formatted using APA Style.

For Online References

http://guides.wsj.com/management/developing-a-leadership-style/how-to-develop-a-leadership-style

http://www.12manage.com/methods_tuckman_stages_team_development.html