Conflict in Teams – Tuckman Model of Group Development

Conflict in Teams – Tuckman Model of Group Development

Tuckman’s model outlines five progressive stages of group development: forming, storming, norming, performing, and adjourning. The first stage, forming, is where the team’s structure is established. Team members exhibit behaviors such as politeness, tentative participation, and seeking personal connections. Conflict is avoided as members strive for acceptance within the group, often looking to a designated leader for guidance. In the storming stage of team development, the organization of tasks and processes brings interpersonal conflicts to the forefront, with issues of leadership, authority, and organization dominating this phase (Patterson, 2022).

In the norming stage, team members develop new ways of working together, creating a cohesive group where leadership transitions from a single individual to a shared responsibility. Trust among members becomes crucial for shared leadership to be effective. In the performing stage, true interdependence characterizes the group, with team members flexibly adapting to meet each other’s needs, resulting in high personal and professional productivity (Patterson, 2022). In the adjourning stage, team members prepare for the disbanding of the group, typically due to course termination or significant changes in team structure, membership, or purpose. This stage involves managing feelings of change and transition while maintaining productivity. Subsequently, the adjourning stage involves the conclusion of task behaviors and disengagement from relationships (Patterson, 2022). A planned conclusion typically includes recognition of participation and achievements and provides an opportunity for personal goodbyes, addressing any apprehension and managing the transition effectively.

In a study by Jones (2019), the Tuckman Model was effectively implemented in classroom settings to monitor student progress, skills, behavior, emotions, and adaptability. While the final stage, adjourning, did not apply in a classroom negotiation role-play, the study argued that it remains highly relevant in corporate settings where its implications can add significant value. Correspondingly, the model serves as a valuable tool for observing student behavior, problem-solving skills, critical thinking, management abilities, and leadership attributes in various circumstances, interactions with different cultures, and case scenarios. However, on a practical level, the study stated that the analysis of the Tuckman Model has led to the proposal of the new Jones LSI model, which may offer greater efficiency for smaller groups of students or employees. As such, the study suggested the new model as the next phase of group development, potentially setting the standard for the future.

Some of the impacts of the groupthink phenomenon include stifling creativity and innovation as the team prioritizes unanimity over the exploration of diverse ideas, meaning that the decisions made may not be the most ideal. The second impact is the suppression of dissenting perspectives, as members want unanimity. This prevents the consideration of different resolutions and critical analysis, resulting in poorer decision-making. Thirdly, groupthink has a tendency to make people develop an illusion of invulnerability, believing their decisions are infallible. This overconfidence might then result in taking excessive risks and ignoring potential pitfalls. An example of groupthink is the Space Shuttle Challenger Disaster, which took place in 1986. In this case, regardless of concerns pointed out by engineers about the safety of the O-rings in cold weather, NASA officials decided to proceed with the launch, which then resulted in the shuttle’s explosion (Burnette, Pollack & Forsyth, 2011).

In order to effectively manage conflict, nurture team development, and alleviate the risks of groupthink while guaranteeing the team produces the desired results, I would implement the plan. The first step is promoting open communication and fostering inclusivity and diversity so that I can create an environment where team members feel safe expressing their thoughts and concerns without fear of reprisal. In addition, this step would encourage constructive feedback. The second step is a structured process of making decisions by implementing decision-making frameworks, such as red teaming, which will eliminate group thinking and its impacts. In addition, this step would also involve regular meetings to review any decision, monitor progress, and address conflicts or challenges. The fourth step would be providing effective conflict resolution strategies. Finally, the last step would be monitoring and evaluating team progress, providing feedback, and making the necessary adjustments.

References

Burnette, J. L., Pollack, J. M., & Forsyth, D. R. (2011). Leadership in extreme contexts: A groupthink analysis of the May 1996 Mount Everest disaster. Journal of Leadership Studies, 4(4), 29–40.

Jones, D. A. (2019). The Tuckman’s model implementation, effect, and analysis & the new development of Jones LSI Model on a small group. Journal of Management, 6(4).

Patterson, D. (2022). Strategic Project Management: Theory and Practice for Human Resource Professionals. Fanshawe College Pressbooks.

Rojas, R. R. (2021). Enhancing Organizational Workgroups: A Relational View of Tuckman’s Team Development Model. Organizational Cultures (Champaign, Ill. Online), 21(2), 103–116. https://doi.org/10.18848/2327-8013/CGP/v21i02/103-116

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Instructions
Conflict in Teams
Workplace conflict is often perceived to be negative; however, some workplace conflict is a necessary part of a thriving organization. For instance, conflict can help to create new ideas and decisions that benefit the organization as a whole. There are times however when conflict becomes detrimental to the organization. There are several reasons why conflict can cause a negative outcome. Tuckman’s model of team development describes some general areas of team conflict based on a particular stage.

Conflict in Teams – Tuckman Model of Group Development

Using your course readings describe the stages of Tuckman’s model. Using the South University Library research some of the current views on Tuckman’s model and explain if it is still relevant in today’s workplace. One aspect of group or team development is the phenomenon of groupthink. Explain the impact of groupthink on a team. Research some examples of groupthink that have occurred.

From the information you gathered regarding conflict, team development and phenomenon such as groupthink create a plan that provides solutions to reduce or eliminate potential negative conflicts while still providing an outlet for the work team to produce the desired results.