W1_James Makinde_Tuckman Analysis Assignment

1.       Problem Statement:

The aim of this blog is to determine the most appropriate leadership style for a team in transition from one stage of team development to another. This problem statement was based on the outcome of the exercise carried out using the Tuckman approach (3). The result of the questionnaire (1) as seen in the table below indicates that the Bistro 12 is in transition from the norming to the performing stage because of the closeness of the results with the highest scores.

	Forming Stage		Storming Stage		Norming Stage		Performing Stage
1	3	2	3	4	4	3	4
5	3	7	4	6	3	8	2
10	3	9	3	11	4	12	4
15	3	16	3	13	4	14	4
18	4	20	3	19	4	17	4
21	3	23	3	24	2	22	4
27	3	28	3	25	3	26	3
29	2	31	2	30	2	32	3
	24		24		26		28

2.       Feasible Alternatives

There are four stages of team development phases. These are:

·         Forming

·         Storming

·         Norming

·         Performing.

There are various approaches that leaders can use to manage teams at these various stages. This model has been documented by Hersey and Blanchard's Situational Leadership® model(3) as seen below.

3.       Quantitative Comparison of Alternatives

Based on the result, the performing stage has the highest score of 28 while it is closely followed by the norming stage at 26. This implies that the Bistro 12 team is passing through a phase between either of the two stages as explained in (1). It is important to understand the attributes of these two stages according to the Businessballs(2) : Norming- “Agreement and consensus is largely formed among team, who respond well to facilitation by leader. Roles and responsibilities are clear and accepted. Big decisions are made by group agreement”.  Performing- “The team is more strategically aware; the team knows clearly why it is doing what it is doing. The team has a shared vision and is able to stand on its own feet with no interference or participation from the leader”.

As the result indicates, the two applicable leadership styles are the participating and delegating mode. The key attributes of these two leadership modes are:

·         Participating- Leaders facilitate and enables

·         Delegating- Leaders delegate tasks to the team and oversees performance and outcome.

4.       Performance Monitoring & Post Evaluation of Result

Bistro 12 leaders should use a combination of coaching style asking the team for their solutions before giving their own while at the same the leaders and team members should recognize the contributions of others and ensure that credit is awarded where due. This applies as much to team members validating the leader as the other way round (2).

The key aspect of the benefit of this approach is that the team will continuously progress towards the performing stage and not degenerate. This can be measured by the speed with which tasks are completed without undue pressure on a single individual or group. In addition, the team will value each other’s worth and will lead to a higher success rate in the exams.

Reference

1.     Working on Teams: Survey: What Stage is our Team in?

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

2.     Performance Coach Training

http://www.performancecoachtraining.com/resources/docs/pdfs2/BruceTuckman_Team_Development_Model.pdf

3.     Tuckman forming storming norming performing model

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

W1_Ibraheem_Tuckman Analysis

1.0 Problem Recognition

The main idea of problem recognition is to be able to identify the present stage of Bistro12 in the model of group development.

Problem identification and recognition provokes solution by placing the observer at a vantage point of view and suggest appropriate leadership style/skills from developed model.

Below is the proposed model of group development by Bruce Tuck-man on stages involved in building up a team.

1.       Forming

2.       Storming

3.       Norming

4.       Performing

Outcome of our team development survey generate 26 for norming and 24 for performing.

This is a clear indication that our team (BISTRO12) is within a transition stage between the Norming and Performing but tends to Norming.

2. Development of feasible alternatives

Below is the feasible alternative leadership style:

1.       Task-oriented leaders

a.       The hand-off leader

b.      The bureaucratic

c.       autocratic

2.       People oriented

a.       The trainer

b.      The cheer-leader

c.       The democratic

3.0 Develop outcome for each alternative

Based on the survey result, Bistro12 is at the norming stage. The best type of leadership at this stage is the people-oriented style.

4.0 Selection of criteria (see survey)

5.0 Analysis and comparison of alternatives.

Task-oriented leaders are excellent at managing the nuts and bolts in their area of expertise. Their ability to get things done translates into valuable resources for the team –provided they leverage those resources with good communication and interaction.

People-oriented leaders are the charmers and visionaries. They get to keep the human and emotional side of the team going strong.

The Hands-Off Leader doesn’t see the need to provide feedback, continuous input, or scrutiny to their team. Usually there is a good reason for this: they tend to work with highly-experienced and functional groups.

The Bureaucrat knows the rules of the institution and has the team abide by them. When there are rigid policies and guidelines in place, the Bureaucrat makes sure that they are maintained and used to the best of their ability.

The Autocrat manages the direction of all goals and work, with little to no input from the team.

The Trainer works to develop the team members to make them more efficient and stronger at their jobs. This leader focuses on the increasing skills and success of his team to make success more likely.

The Cheerleader/Coach takes an indirect approach, motivating and encouraging the team toward success. They have magnetic personalities and boatloads of charisma.

The Democratic Leader is a facilitator who encourages discussion and the free-flow of ideas. The team expresses their ideas on the best course of action, the leader studies the options and then chooses based on the input.

6.0 Selection of preferred alternatives

The preferred alternative is People-oriented leader (cheerleader/coach)

7.0 Performance monitoring and post evaluation of result

Performance is to be tracked by report and scrutiny of output CPI/SPI.

References:

1.       Problem recognition

Retrieved from:

W. Tuckman - forming, storming, norming and performing in groups, the encyclopaedia of informal education, www.infed.org/thinkers/tuckman.htm.

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

2.      Development of feasible alternatives

Retrieved from:

http://www.vectorstudy.com/management_topics/types_of_leadership.htm

3         Tuckman developmental Model

Retrieved from:

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

W1_Austin Iserhienrhien_Tuckman's Team Assessment

1.          Statement of the Problem         

At this point of team development when decisions don’t come easily within group, using Tuckman's model is posed with some problems which need to be resolved urgently. These problems include;

1.      To determine which of Tuckman’s stages is the AACE Preparatory Bistro 12 team as of now.

2.      To determine which leadership style is appropriate to achieving set objectives.

Tuckman's model explains that as the team develops through stages of Forming, Storming, Norming, Performing and Adjourning, it begins to attain maturity and ability, and the leader changes leadership style.

Tuckman’s model evaluation and analysis based on 32 questionnaires answered by team members as shown below:

·         Forming Stage       : 32

·         Storming Stage     : 28

·         Norming Stage      : 26

·         Performing Stage :  22 

 Based on the above, the team is currently in the Forming stage, with the highest score of 32.

2.                   Develop Feasible Alternatives Models

Several models exist for evaluating the operating stage of a team. These includes amongst others:

·                     Tuckman Forming Storming Norming and Performing model

·                     Hersey & Blanchard's situational leadership model

·                     Tannenbaum & Schmidt Continuum

3.                   Develop the outcomes for each alternative

·                     Tuckman's model explains that as the team develops maturity and ability, relationships establish, and the leader changes leadership style. Beginning with a directing style, moving through coaching, then participating, finishing delegating and almost detached. By understanding these stages leaders will be better prepared to detect what is going on and take appropriate action to help the team.

4.             Analysis and comparison of the alternatives

·                     The criteria are the possible leadership styles utilizing Tuckman's four stages of team development, when overlaid on the Hersey and Blanchard model of determining the appropriate team leadership styles, suggests four levels of leadership to support the four phases of team development.

·                     Forming             - Directing

·                     Storming           - Coaching

·                     Norming            - Supporting

·                     Performing        - Delegating

5.                   Selection of the acceptable criteria

·         Based on the assessment above, Bistro 12 is currently in the Forming stage characterized by independency, lack of clear team vision and direction, roles and responsibilities of team members and effective operational guidelines.

·         The leadership style to adopt here at this identified forming stage will be a visionary type of leader, who is able to give clear direction, provide structure and clear tasks to each team member. Be able to create an atmosphere of confidence and optimism.  The leader would show leadership by example by getting involved. The leader will be directing.

6.             Performance Monitoring & Post Evaluation of Result

·         The effectiveness of the team’s leadership will be evident as the project team matures, reflecting in the increased performance of the team in successive weeks.

·         The team's performance would also be measured as its moves along with the number of members who are “fired” or drop off voluntarily. The Bistro 12 team can only go far and meet its objectives if it is willing to go with others and not to go alone stressing the importance of team work.

7.             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-stage

6.         Tuckman, B. (1965). Bruce Tuckman forming storming norming performing team development model. Retrieved from Web site: http://www.businessballs.com/tuckmanformingstormingnormingperforming.htm

7.         Donald Clark Questionnaires, Retrieved from: http://www.lx.nhs.uk/kms/Trafford/Trafford%202006%20-%202007/PPI%20Forum%20South%20Manchester%20University%20Hospital/Donald%20Clark%27s%20Tuckman%20Questionnaire.pdf

8. Hersey and Blanchard's Situational Leadership® model , Retrieved from:

http://gom.sagepub.com/content/4/4/418.short