Self-Reflection on Group Work Experience Using Tuckman’s Model

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Table of Contents

  • The five stages:
  • Storming
  • Norming
  • Performing

Tuckman’s theory can be used to view behavior through group work experience. Tuckman arrange gathering of improvement give understanding into the advancement of a group after some time. As indicated by Bruce Tuckman the stages ought to be followed in a foreordained request. At exactly that point a group can work ideally. A group can’t perform well except if it has encountered clashes and ha set conduct gauges.

Each group experiences the five phases of group advancement. To begin with, some foundation on group advancement. The initial four phases of group development were first created by Bruce Wayne Tuckman and distributed in 1965. His hypothesis, called “Tuckman’s Stages” depended on look into he led on group elements. He accepted that these stages are inescapable all together for a group to develop to the point where they are working adequately together and conveying astounding outcomes. In 1977, Tuckman, mutually with Mary Ann Jensen, added a fifth stage to the 4 phases: “Deferring.” The dismissing stage is the point at which the group is finishing the present task. They will join different groups and proceeding onward to other work sooner rather than later. For a high performing group, the finish of a venture expedites sentiments of misery as the colleagues have adequately progressed toward becoming as one and now are going their different ways.

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The five stages:

Stage 1: Forming

Stage 2: Storming

Stage 3: Norming

Stage 4: Performing

Stage 5: Adjourning


The “framing” organize happens when the group initially meets one another. In this first gathering, colleagues are acquainted with each. They share data about their experiences, interests and experience and frame initial introductions of one another. They find out about the venture they will deal with, talk about the undertaking’s targets/objectives and begin to consider what job they will play on the task group. They are not yet taking a shot at the undertaking. They are, successfully, “getting a handle on one another” and finding their way around how they may cooperate. Amid this underlying phase of group development, it is essential for the group pioneer to be clear about group objectives and give clear course with respect to the venture. The group pioneer ought to guarantee that the majority of the individuals are engaged with deciding group jobs and duties and should work with the group to enable them to set up how they will cooperate (“group standards”). The group is subject to the group pioneer to direct them.


As the group cooperates, they move into the “raging” stage. This stage isn’t avoidable; each group – most particularly another group who has never cooperated – experiences this piece of creating as a group. In this stage, the colleagues contend with one another for status and for acknowledgment of their thoughts. They have distinctive conclusions on what ought to be done and how it ought to be done – which causes strife inside the group. As they go advance through this stage, with the direction of the group pioneer, they figure out how to take care of issues together, work both freely and together as a group, and subside into jobs and obligations on the group. For colleagues who don’t care for struggle, this is a troublesome stage to experience. The group pioneer should be skilled at encouraging the group through this stage – guaranteeing the colleagues figure out how to hear each out other and regard their disparities and thoughts. This incorporates not enabling any one colleague to control all discussions and to encourage commitments from all individuals from the group. The group pioneer should mentor some colleagues to be more self-assured and other colleagues on the best way to be more successful audience members. This stage will go to a conclusion when the group turns out to be all the more tolerating of one another and figures out how to cooperate for the benefit of the undertaking. Now, the group pioneer should begin progressing some basic leadership to the group to permit them more freedom, yet at the same time remain included to determine any contentions as fast as could be expected under the circumstances. A few groups, be that as it may, don’t move past this stage and the whole venture is spent in struggle and low assurance and inspiration, making it hard to get the task finished. Normally groups involved individuals who are professionally youthful will have a troublesome time moving beyond this stage.


When the team moves into the “norming” stage, they are beginning to work more effectively as a team. They are no longer focused on their individual goals, but rather are focused on developing a way of working together (processes and procedures). They respect each other’s opinions and value their differences. They begin to see the value in those differences on the team. Working together as a team seems more natural. In this stage, the team has agreed on their team rules for working together, how they will share information and resolve team conflict, and what tools and processes they will use to get the job done. The team members begin to trust each other and actively seek each other out for assistance and input. Rather than compete against each other, they are now helping each other to work toward a common goal. The team members also start to make significant progress on the project as they begin working together more effectively.In this stage, the team leader may not be as involved in decision making and problem solving since the team members are working better together and can take on more responsibility in these areas. The team has greater self-direction and is able to resolve issues and conflict as a group. On occasion, however, the team leader may step in to move things along if the team gets stuck. The team leader should always ensure that the team members are working collaboratively and may begin to function as a coach to the members of the team.


In the “performing” stage, teams are functioning at a very high level. The focus is on reaching the goal as a group. The team members have gotten to know each other, trust each other and rely on each other.Not every team makes it to this level of team growth; some teams stop at Stage 3: Norming. The highly performing team functions without oversight and the members have become interdependent. The team is highly motivated to get the job done. They can make decisions and problem solve quickly and effectively. When they disagree, the team members can work through it and come to consensus without interrupting the project’s progress. If there needs to be a change in team processes – the team will come to agreement on changing processes on their own without reliance on the team leader.

In this stage, the team leader is not involved in decision making, problem solving or other such activities involving the day-to-day work of the team. The team members work effectively as a group and do not need the oversight that is required at the other stages. The team leader will continue to monitor the progress of the team and celebrate milestone achievements with the team to continue to build team camaraderie. The team leader will also serve as the gateway when decisions need to be reached at a higher level within the organisation.

Even in this stage, there is a possibility that the team may revert back to another stage. For example, it is possible for the team to revert back to the “storming” stage if one of the members starts working independently. Or, the team could revert back to the “forming” stage if a new member joins the team. If there are significant changes that throw a wrench into the works, it is possible for the team to revert back to an earlier stage until they are able to manage through the change.

As per the Tuckman’s gathering advancement arrange, deferring is the ‘separation’ of the group when they complete the work ideally and effectively. As I specified that this gathering work encounter was the most charming cooperation encounter I have ever had. Everybody realizes that what ought to be done and what ought not. Our group pioneers have affluent intrapersonal abilities that guide us impart and empower with one another despite the fact that we have work to do. Be that as it may, oftentimes correspondence enable us to comprehend the undertaking. Furthermore, our group pioneer likewise enable us to have some off-point correspondence infrequent, it enable us to assemble trust.

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