Podcast appearances and mentions of Bruce Tuckman

Send us a textIn this episode I break down one of the most powerful frameworks for team growth: the 4 stages of team development Forming, Storming, Norming, and Performing. Originally developed by Bruce Tuckman, these phases are essential for building strong, high-trust, high-performing teams. Whether you're leading a business, running a sales organization, or building a leadership team, understanding these stages will change how you lead and grow. If you're building something great with a group of people, this episode is a must listen.

As regulators look to tackle perceived risks posed by non-bank financial intermediation, Bruce Tuckman from the Stern School of Business gives his views on what's driving these concerns and how they might be resolved. Hosted on Acast. See acast.com/privacy for more information.

Introduction:  James Scouller spent 15 years researching and writing his trilogy of books, how to build winning teams again and again…   He led three international Companies as CEO for eleven years before he founded his executive coaching practice, The Scouller Partnership in 2004. Today he coaches Leaders and their teams. James is the author of the bestselling book, The Three levels of Leadership: how to develop your leadership presence, knowhow and skill. He is the holder of two postgraduate coaching qualifications, and he has trained in applied psychology at the UK Institute of Psychosynthesis. In addition, James holds a 4th Dan Black belt in Aikido. He lives in London with his wife Tricia. Podcast episode Summary:  This episode explores what you need to know, what you need to do and how you do it to become a winning team. James shares his passion for teams and his quest to reveal what it takes to build real teams. It takes effort. Questions asked & points made throughout the Episode:   o    How would you like to fill in the gaps, in terms of my introduction? James is an ex-CEO and that is an important part of his identity. James firmly believes that if individuals and team want to grow they need to address their unnoticed psychological obstacles. Peoples biggest obstacles are not to do with technical stuff, but it is more to do with psychological blocks. James believes that most people, if they can recognise these psychological blocks and work on them they can not only see greater improvement in work results but also greater levels of personal satisfaction. James has been working for nearly 48 years. 20 years ago he decided to set up on each own as a Coach, to train as a coach and along the way he wrote the book The three levels of leadership which he calls a self-help psychological manual and for the last 10 years his focus has been on writing the trilogy on teams. -that's James story in a can.   o    What does your first book unearth in terms of the psychological principles you speak?  The first book has a role in the trilogy to describe what you really need to know about teams. What you need to know about teams is firstly the distinction between what a team is and is not, the definition of a team and the many alternative work group units. You also need to know about the psychological forces that are going on beneath the surface and if you do not know about them you are going to end up a victim of them and you will not act and succeed as a genuine team. The third big thing that you need to know is the commit, combust, combine model which James explains is a psychological model but it is also a practical model and a team can use it to determine which issue they are facing.   o    How do you help teams you work with through the collective forces and individual forces material you describe in your book? James is clear that he doesn't, certainly not in the way he described in the book. He does not take teams into the dual forces model, it is a little academic and doesn't give a team an immediate “so what”. James remains as a coach with his clients and not an educator, although now the books are out he may find himself having to spend more time in an educative role. What James really wants teams to know is that there is stuff going on beneath the surface. He will use a scaling question from 0-10 where he asks a team how well they can skilfully assert themselves in a conversation 1:1 and with the same question in a group. Typically the response is much lower in the group setting and this helps sensitise a group to the knowing that something more is going on in a group setting. This question and revealing is about as much as James will ever do with a team when it comes to the dual forces model. James will more readily use the other psychological model, Commit, Combust, Combine as well as the material from his second book with teams. James wants to make his sessions with teams as experiential & as developmental as possible. James will always explain The Team Progression Curve, which features in book one, which differentiates the different work groups such as task group, potential teams, pseudo teams, real teams and high performing teams. James find that most teams and in particular senior teams like this mapping. Teams get it, it intuitively makes sense and they see things that they didn't know that there is a choice of unit and there is a trap called the Pseudo Team. On the same flip chart James will draw arrows on the ascent between the potential team to the real team that shows Commit, Combust and Combine. James is intent on allowing the teams he works with experience what each of these psychological elements feels like and it is only when he is bowing out of a team coaching assignment he will refer back to the explanation of the Commit Combine and Combine model. Instead James gives teams the team fixer model, book three so the team can self-diagnose. In summary James does not give his teams intellectual food on the models discussed in book one.   o    How did you find the synthesis of these three models helped you and your practice? I am a synthesiser. The world of applied psychology frustrates James because he finds that there are so many people describing the same things using different language. The work has an application for James because he can assess which issue is foremost in terms of commit, combust and combine to help him figure out which of the seven principles and action keys, in his 7 principles model described in book two will be most useful for the team and which to zoom in on.    o    James what do listeners to this podcast need to know in terms of the interplay between the three models described in book one? The only thing that team members or team coaches need to take away from this conversation is that there is a model, a dual forces model that explains what is happening beneath the surface that is making it difficult for teams to form easily. James wrote book one to make the point that if a team does not take the material seriously enough it is unlikely to succeed in building teams. He wanted to create some pain to make the point. Book one is going to be of far more interest to psychologists and coaches than to teams other than to make this important point, you have to understand it takes effort to build winning teams. The Commit, Combust, Combine model is much better for teams to help them answer the question “what do I do with this information?” o    Can you give the listeners a thumbnail sketch of each of the three elements in Commit, Combust and Combine? James starts by saying that the world has been fascinated with the idea of Psychological Safety and he will put it in perspective with respect to the C-C-C model. Trust and Psychological Safety are not the first immediate issue with a team. Commit, Combust, Combine is an attempt by James to take the brilliant work of William Schutlz who first came up with a model called FIRO-Elements in 1950, to make this work applicable to teams. Commit is the first issue for Teams. Commit is all about engagement. It asks am I psychologically in this team or am I not? This is not about whether you are physically present on a team, very often you do not have a choice but you do have a choice about whether or not you commit to the team. The commit issue gets revealed with these questions; what is this team going to be like?, is this going to be a good team, what do we have to do here? How does the Leader react to me? How are other people reacting to me? Can I sense a role that adds value to what I think this team is about? Do I feel included and noticed based on  the behaviour of other people towards me and on my experience to date? If team members can say, yes I understand why this team is here, I like the purpose of the team, I can be part of this and I feel noticed & valued and the leader pays attention to me and I can see a role for myself here, then they will likely declare “I'm in” That the simple way of describing the Commit issue and what has to happen to navigate through it successfully. This phase can go on indefinitely and many work groups do not get past the commit issue.   o    Is ambivalence the shadow of commit? Yes because if a team is unclear about the aim of a group, or they do not care about the aim, or they cannot see a role for them in the team then they are unlikely to be able to commit and the result is ambivalence.   o    How long does it take to help a team see their order of Commit? The elements commit, combust and combine do not work like a ladder or linearly. There can be recycling of issues. Moving through or getting commitment can take minutes or months especially with work teams who can often be so fuzzy about their purpose.   o    If we continue with Combust and Combine what do they both mean? When Commit is resolved enough and enough people declare “I'm in” this is when the combust issue emerges. Combust is essentially about Power. Now the team is asking itself questions like; how do we get things done here? How do we make decisions here?, Is that clear and acceptable? Individually questions are asked like; what is my part in those decisions?, how happy am I with my influence over those decisions? Combust is all around influence, power and role. In commit we are trying to sense our role and in combust we are trying to settle into a role that meets our power needs. Not everyone has the same power needs. Combust is resolved when people are happy with their role, influence and how decisions are made.   o    How was the choice of the word combust made? Is it indicative of this phase that combustion will be likely? James lets us into a secret about the naming of his model. He shares that Bruce Tuckman admitted that the real success of his model was because it has a neat rhyming to it and similarly James wanted a memorable model. Psychological Safety comes in at the third issue of the C-C-C model. James restates that in his view, based on research by William Schultz, Psychological Safety it is not the first issue. Combine is a bit more intricate because there are two sides to it. The first side of combine is about trust  & intimacy and the second side is about focus. This is where we have questions like; Is it safe to say what I am really thinking? Who can I trust here? Do I trust? Is it safe to be the real me or if I express myself naturally and honestly will I find myself being rejected. Is it ok to be open, to say what is really on my mind. The other side of combine is about focus. The first two and half parts of the C-C-C model has been about the individual. This second half of the combine issue is about the team or “we” This is where a team member asks if they are prepared to put the groups agenda ahead of their own. The focus needs to be on “we” if the team is to navigate Combine successfully.   o    How do you segue into your 7 principles model? If you apply these 7 principles in a sequence that makes sense in the situation you are in, you will nail the three psychological issues of Commit, Combust and Combine to form a winning team. The 7 principles and the action keys underneath them are designed to try to help a team address the issues described in the commit, combust & combine model.   o    How does resistance feature and where? Because James works mostly with senior teams he finds that they are likely to resist when team coaching is introduced. If you can work quickly on helping a team work on something to do with commit you will find the scales of resistance drop. There are occasions if teams have gotten into the habit of lying to each other and are well down the path of becoming a pseudo team, James will work to help the team become more genuine with each other, otherwise James will start with a team's motivating purpose. It's a great piece of work to starting being honest with each other and feeling valued & noticed and feeling that their collective objective is something they care about.   o    What is the difference between a team's basic purpose & their motivating purpose? The motivating purpose comes from James first book where he describes Leadership as paying attention to four dimensions, and the first of the four dimensions is motivating purpose. A motivating purpose for an organisation is a vision and for a team a motivating purpose Is their number one goal. The distinction between basic purpose and a motivating purpose is an essential distinction. So many thought leaders and books blur the two. A basic purpose and a motivating purpose are connected and distinct. A basic purpose answers the question “why do we exist” and a team needs to get that clear because it signals what kinds of skills and people are required to fulfil the purpose. Most teams that James works with do know what their basic purpose is and it is not a problem for the team, however on two occasions he has met teams where the basic purpose was not clear and its affects were devastating. James has described the two cases in his second book. Sometimes it's enough that a basic purpose says something like “our job is to lead the company to enjoy continued success and growth” A motivating purpose brings urgency, it is much more localised and specific. It answers the question, what is the most important thing we have to get done together in the next 3-12 months. This purpose will reflect the basic purpose but it is much more here and now. A motivating purpose is a device for building a team. You are not going to have commitment if nobody knows exactly what they are committing to and typically the basic purpose is not enough. If you have a sensational basic purpose like “to get Tara Nolan to the moon by Christmas and bring her back safely” that is a serious purpose or for a project team it could be “to save the business from going under by finding €15 million in savings by the end of February” That is a basic purpose that can function as a motivating purpose. A basic purpose if often more philosophical.  A Motivating Purpose is very specific and urgent expressed in emotional language, with no more than three metrics and targets against these metrics and you check to see that team members care about its achievement and if they don't they will feel pretty awful they will feel that they have let themselves down. As a device developing a motivating purpose helps a team speed through the commit issue.   o    What is Leadership in your 7P model? It is the third principle that James calls shared flexed principled leadership. Essential for Leaders to grasp. The word leadership is a massive problem for executives. They have a very unhelpful mental model about Leadership. It is not a person, an office or a role, it is a process, it is in fact a four dimensional process, the process of paying attention to a motivating purpose, task progress and results, upholding group unity and paying attention to individual nuances. This definition according to James is very significant. People need to make a shift in the way they see leadership. The way Leaders see leadership is making it difficult to lead a team and the way team members see leadership makes it difficult for them to share leadership. Asked to define leadership most people say something reasonable like, “leading a team of people to realise its purpose” James will then ask and “how useful is that definition in guiding you about what you do and how you do it? To which he will invariably get the response “not helpful at all” When James digs further to probe the definition of leadership he gets answers like “leadership is done by people with remarkable capabilities who get sensational results” This definition affected James when he was a CEO and it has affected every CEO client he has met and sadly we are not aware of it consciously. This definition sets up leaders to feel an incredible inadequacy and it can set off defensive behaviours like becoming task obsessed, micro managing, or over criticising because leaders are simply terrified of failing. Leaders and the people they are trying to lead are conflating leadership with leader. Shared Leadership as a principle recognises that there is an official leader, who in difficult circumstances will make the ultimate decision if the team is stuck and everyone is there to move things along in terms of the four dimensions mentioned. Shared leadership means everyone is paying attention to the four dimensions  of leadership which for James means motivating purpose, task progress and results,  team unity and individual nuances. Interestingly The SAS, Rangers, Special forces in the USA have got the idea of shared leadership that is so obvious on a sports team. Hierarchy means nothing to these entities. In business we haven't yet grasped the idea of shared leadership.   o    James what keeps us attached to this idea of Leadership? The false idea of what leadership means and its conflation with the leader and the second thing is that people are unaware of the distinction between performance groups and real teams.   o    James in your third book you call out your team fixer approach to apply the material from book two, what surprised you? How difficult it was to answer the frequently asked questions. James wrote answers to 40 and about 5 or 6 were really tricky.   o    What is the current state of teams and what would you like to see happen? There are a couple of myths I would like to bust and a trap I would like everyone to know. Myth number one: Team building is not rocket science and we do not have to put great effort into it. Team building is tougher than rocket science, you do have to put effort into the process. Putting a rocket into space can be solved with mathematics. Teams are comprised of human beings, different human beings with free will. Members can change their minds at any time and you have these subterranean forces causing havoc. Building winning teams is demanding. Why do so many elite sports team leaders gets fired every season? This work is difficult and these leaders, sports leaders have been learning the art for years unlike business leaders. Myth number two: Team building is not easy to do consistently. If you put the effort in you will get better results and you will enjoy the experience The trap is the trap of a pseudo team. Jon Katzenbach and Douglas Smith came up with the  term sixty years ago. Most people do not know it or have forgotten it and James has resurrected it. James invites us to visualise the team progression curve and to see that between the potential team and the real team there is marshland or quicksand. This represents the pseudo team trap. A pseudo team trap is a common one. They are not rare and probably more common the more senior you go. The pseudo team chases the idea of being a genuine team, not because they have a collective something that they have to achieve together but because they assume it is what you do in the 21st century. These types of teams put all the emphasis on teamwork, being emotionally supportive, asking supportive questions being nice to each other. Essentially this team is pursuing harmony above all else and they end up achieving poor results because they lose their focus and they give teams a bad name. Pseudo teams do not have a highly motivating performance goal that demand they pool their efforts.   o    How would you like to close. This is not an easy area. This work is difficult and it is why top team sports coaches get fired. Accept this work is difficult. If you put the effort in you can learn the art. You have to practice. You can realise that working on a team can become one of the most interesting and joyful of experiences. You have to put effort in and there are things to learn but you can do it!   o    How can we be in touch with you? www.leadershipmasterysuite.com and for listeners who are interested if you add /GOT you will go to a welcome page where James has offered sets of tools to download for free.   Resources shared across this podcast  o    www.leadershipmasterysuite.com o    www.leadershipmasterysuite.com/GOT o    How to build winning teams again and again – a trilogy by James Scouller

Download the show notes here In this episode, I'll be running you through Bruce Tuckman's 5 Stages of Team Development. Let's see if you can identify which your team is in…  Why is it that some teams in your organisation get along so well and constantly meet their goals but others don't? A couple of years ago, it all clicked when I learnt about Bruce Tuckman's 5 stages of team development model. His theory is that every team go through 5 stages. The 5 phases are: Phase 1 - The Forming Phase Phase 2 - The Storming phase Phase 3 - The Norming phase Phase 4 - The Performing phase Phase 5 - The Adjourning phase Listen as I discuss when each phase commences, the traits of teams in every phase and the leader's role in every phase Join the Community Click here to join the group: Leaders Breaking the Cycle of Workplace Gossip Let's Connect On LinkedIn Have your question featured on the podcast Click here to submit a question

In this episode, I had the pleasure of diving into the world of Positive Psychology with our guest, Chris Daicos, an experienced educator and consultant with over 40 years of experience in the field of education.    Chris's expertise lies in leveraging Positive Psychology interventions to foster personal and organisational flourishing. As she eloquently explains, Positive Psychology isn't merely about putting on a happy face or ignoring challenges; it's a paradigm shift from problem-focused to solution-focused thinking.    Unlike traditional psychology, which often fixates on dissecting problems and finding ways to mitigate them, Positive Psychology seeks to identify moments of success, strength, and resilience. Through this lens, Chris shares insights on how schools can adopt Positive Psychology approaches to enhance wellbeing for students, staff, and the wider community.    Join us as we explore the transformative potential of Positive Psychology in education and its practical applications for creating thriving school environments.   In this episode, we cover: What Positive Psychology is and how it differs from traditional psychology Why schools should adopt positive psychology approaches when looking to enhance wellbeing at their schools The PERMA(H) model and its components How a strengths exploration initiative can improve wellbeing across most areas of the PERMA(H) model The importance of communication and unifying the team with a clear vision and expectations About the Guest Chris Daicos is a dedicated advocate for personal and organisational flourishing, leveraging her extensive background as a trained teacher, social worker, and facilitator. As a foundation graduate of Australia's first Master Applied Positive Psychology program, Chris seamlessly combines her expertise in pedagogy with evidence-based practices to deliver tailored professional learning to leaders, teachers and parents on a range of topics including Positive Psychology, leadership, people management, parental education and more.   With over 40 years of experience in Education, 20 of which were spent consulting with schools, Chris specilises in implementing Positive Psychology interventions to enhance wellbeing in diverse contexts. With a focus on practical application and real-life scenarios, Chris's workshops are valued for their effectiveness in promoting confidence, engagement, and satisfaction among participants.   Her professional portfolio includes teaching Master's courses on wellbeing and positive psychology at Melbourne University, Victoria University, Australian Catholic University, and Deakin University. She has also spent three years working at Headspace, training professionals to identify and respond to young people at risk. Links and Resources: Blog Article: The PERMAH Model for Workplace Wellbeing adriennehornby.com.au/the-permah-model-for-workplace-wellbeing/   Waitlist for the Well-Led Schools Partnership: adriennehornby.com.au/school-partnerships/    Identify your strengths with the VIA Character Strengths Survey: www.viacharacter.org/   Research Mentioned in The Episode:   Friedrich and Jane Dutton - High-quality connections/positive relationships: https://greatergood.berkeley.edu/article/item/four_ways_to_create_high_quality_connections_at_work https://positiveorgs.bus.umich.edu/wp-content/uploads/HighQualityConnections.pdf   Barbara Fredrickson - Positive emotions: https://www.ncbi.nlm.nih.gov/pmc/articles/PMC3122271/   Mihaly Csikszentmihalyi - Concept of flow: https://positivepsychology.com/mihaly-csikszentmihalyi-father-of-flow/#:~:text=In%20Csikszentmihalyi's%20words%2C%20flow%20is,doing%20it%E2%80%9D%20(1990).   https://www.pursuit-of-happiness.org/history-of-happiness/mihaly-csikszentmihalyi/    Bruce Tuckman's model of team development: https://hr.mit.edu/learning-topics/teams/articles/stages-development   https://www.wcupa.edu/coral/tuckmanStagesGroupDelvelopment.aspx#:~:text=These%20stages%20are%20commonly%20known,more%20collaborative%20or%20shared%20leadership.    https://www.mindtools.com/abyj5fi/forming-storming-norming-and-performing    https://psycnet.apa.org/record/1965-12187-001    Viviane Robinson - Open to learning conversations: https://www.researchgate.net/profile/Viviane-Robinson/publication/267411000_Open-to-learning_Conversations_Background_Paper_Introduction_to_Open-to-learning_Conversations/links/54d7cb6c0cf2970e4e755956/Open-to-learning-Conversations-Background-Paper-Introduction-to-Open-to-learning-Conversations.pdf   https://www.researchgate.net/profile/Viviane-Robinson/publication/242493851_School_Leadership_and_Student_Outcomes_Identifying_What_Works_and_Why_Best_Evidence_Synthesis_Iteration_BES/links/0046352c76ef753faa000000/School-Leadership-and-Student-Outcomes-Identifying-What-Works-and-Why-Best-Evidence-Synthesis-Iteration-BES.pdf    Michelle McQuaid - Care Framework:   https://www.michellemcquaid.com/can-you-create-a-culture-of-care/   Renee Acton - Re-envisaging psychosocial safety in school workforces through intentional job design https://www.acel.org.au/ACEL/ACELWEB/Active/Item_Detail.aspx?iProductCode=AELV46I1P&Category=AEL   Kim Cameron - Virtuous Organisations: https://www.eudaimonicbydesign.com/resilience/the-virtuous-organization-kim-cameron  Book: Practicing Positive Leadership: Tools and Techniques That Create Extraordinary Results   Thank you so much for listening. I'm so honoured that you're here and would be so grateful if you could leave me a review on Apple Podcasts or on your preferred podcast app, that way we can inspire and educate even more people together. Connect with Chris via: Her website: www.chrisdaicos.com.au  LinkedIn: www.linkedin.com/in/chris-daicos-mapp-dip-tch-primary-ba-bsw-facel-86b6bb5/  Facebook Page: Helping Organisations and Families Flourish www.facebook.com/groups/697282924279023/?paipv=0&eav=AfYnmbA-6nvkc93m7Rg9wdSQBiA5KGHwP0PGXJJVYBY5tr6hGD68gUBx2dDyDr3sFGo&_rdr    Connect with me via: My website adriennehornby.com.au Linkedin www.linkedin.com/in/adrienne-hornby-a4126a205/ Email hello@adriennehornby.com.auSee omnystudio.com/listener for privacy information.

Explorăm modelul FSNP al lui Bruce Tuckman, o călătorie de la formarea echipei la atingerea performanței. În 1965, Tuckman a schițat o hartă fascinantă a evoluției echipelor, de la străini până la colegi invincibili, printr-un ciclu de viață divizat în patru etape esențiale: Forming, Storming, Norming și Performing.Fiecare etapă contribuie la transformarea unei echipe, de la îndoială și conflict, la colaborare și succes. Dar care este importanța liderului în navigarea prin aceste faze? Cum poate fiecare membru să contribuie la atingerea vârfurilor de performanță? Descoperim împreună în acest episod scurt al Ideilor Hacking Work. —Acest episod vă este oferit de Blankfactor, lider global în inovație digitală pentru fintech-uri și procesatori de plăti.Companie americană cu prezență globală, Blankfactor își construiește o echipă puternică de inginerie software în România, având birouri în București, Cluj și Brașov și colaborând cu profesioniști de top din întreaga țară.Blankfactor – Engineering Impact.—Hacking Work este primul proiect social, civic și educațional din România care vorbește clar, curajos și cinstit despre piața muncii și despre relațiile dintre angajați și angajatori.Acest produs multimedia este realizat de echipa Hacking Work și produs de SPOR - Școala Pentru oameni Responsabili.În proiectul Hacking Work includem episoade de podcast audio și video publicate pe Youtube, Spotify și celelalte platforme de streaming, newsletterele și articolele publicate pe Substack, articolele de analiză și opinie publicate pe blogul dorusupeala.ro și emisiunile de radio difuzate în parteneriat cu posturile cu acoperire națională.Platformele web ale proiectului Hacking Work sunt găzduite de Hosterion. Materialele audio-video sunt pregătite cu ajutorul soluției software de transcript Vatis Tech, care asigură cea mai bună acuratețe în limba română - 95%+ .—Ne găsești pe

In this episode of the Psych in Business podcast, host Dr. Ernest Wayde delves into the Tuckman stages of group development, a renowned team effectiveness model introduced by Bruce Tuckman in 1965. These stages—forming, storming, norming, performing, and adjoining—illustrate the expected development of teams as they mature and enhance relationships and leadership. In the forming stage, team members are polite and cautious, focusing on getting to know each other while creating ground rules and establishing objectives. The storming stage introduces conflict, resistance, and emotional responses as the team grapples with roles, leadership, and goals. Dr. Wayde emphasizes the leader's role in providing clear guidelines and conflict resolution methods during this tumultuous phase.Moving to the norming stage, teams develop ways to deal with conflict, becoming more cohesive and accepting of common goals. Roles are clarified, and the team becomes more effective, with a focus on tasks and routine. The performing stage marks the team's peak performance, characterized by flexibility, strong bonds, and high trust levels. Here, leaders play a supportive role, removing obstacles and providing feedback.Lastly, the adjoining stage addresses the breakup or separation of the team. Dr. Wayde highlights the importance of recognizing and rewarding the team's efforts and helping members transition to their next roles. He acknowledges the dynamic nature of teams, noting that shifts in members or tasks may lead them to revisit earlier stages.Dr. Wayde concludes by emphasizing the practicality of using the Tuckman model, acknowledging that teams may not stay in the performing stage indefinitely. Instead, they may cycle back through earlier stages as circumstances evolve.Join Dr. Ernest Wayde in understanding the intricacies of team development and maximizing team effectiveness in the ever-changing landscape of business and organizations.You can visit his business website at: https://www.waydeconsulting.com/

In 1965, psychologist Bruce Tuckman described how teams move through stages of team maturity, which he christened "forming, storming, norming, and performing".In this episode, Andrew and Mark delve into the intricacies of Bruce Tuckman's famous team development model. They discuss its origins, practical applications, limitations, and the impact on modern team dynamics. We explore Tuckman's background, the history of the model and the paper that introduced it, modern criticism of the model and its relevance in today's organisational contexts. In this episode we talk about:An introduction to the Tuckman Model: An overview of the forming, storming, norming, and performing stages, highlighting its widespread use and common misconceptions.The origins of the Tuckman Model: Tracing the roots of Tuckman's research, its methodological background, and the historical context of its development.Insights from "Developmental Sequence in Small Groups": Analysing Tuckman's original paper, its focus, and the critical reception it received.A tour through Tuckman's Stages: An exploration of each stage in the Tuckman model, discussing the dynamics and challenges at each phase.Critiques and Practical Limitations: Examining how the Tuckman model is applied in real-world settings, its limitations, and misinterpretations in organisational psychology.Rethinking Tuckman's Behaviours: Considering Tuckman's stages as continuous behaviours rather than a linear process.Teamwork as an Ongoing Process: Emphasising the continuous nature of teamwork and the importance of conflict and collaboration.Chapters[00:00:00] Introduction[00:01:30] Origins of the Tuckman Model[00:03:04] Tuckman's Background and Influence[00:08:39] Analysis of Tuckman's paper, "Developmental Sequence in Small Groups"[00:12:50] Critiques of the Tuckman Model[00:17:54] The Stages of the Tuckman Model[00:18:39] The Forming Stage[00:22:45] Impact of Group Dynamics on the Tuckman Model[00:31:04] Alternative View of Tuckman's Behaviors[00:32:33] The Importance of Teamwork as an Ongoing Process[00:37:01] The Norming Phase in Tuckman's Model[00:41:06] Transition from Norming to Performing[00:45:49] The Performing Stage and Leadership Flexibility[00:52:18] The Adjourning Stage: Reflection and Celebration[00:55:19] Final Thoughts on Tuckman's ModelThanks for listening!Music by Tom Farrington

Download the show notes here In this episode, I'll be running you through Tuckman's 5 stages of team development. Let's see if you can identify which your team is in…  Why is it that some teams in your organisation get along so well and constantly meet their goals but others don't? A couple of years ago, it all clicked when I learnt about Bruce Tuckman's 5 stages of team development model. His theory is that every team go through 5 stages. The 5 phases are: Phase 1 - The Forming Phase Phase 2 - The storming phase Phase 3 - The norming phase Phase 4 - The performing phase Phase 5 - The adjourning phase Listen as I discuss when each phase commences, the traits of teams in every phase and the leader's role in every phase.  ***From Conflict To Collaboration - New Online Course!*** In one of my upcoming courses - from conflict to collaboration, I'll be sharing my Fighting Fairly Framework where I'll be teaching you how you can teach your team to fight fairly as well as how you can successfully navigate and mediate workplace conflict. Be sure to either sign up to our mailing list or to the free Facebook community for the launch date and any special discount. You will only receive the discounts if you're either signed up or in the Facebook Group. The link is womenoffaithinleadership.com where you can sign up and join the group. Next steps: 1. Navigate to https://www.womenoffaithinleadership.com where you can: Join the community of like-minded female Christian leaders. This is where I will be hanging out if I'm not on the podcast chatting to you all. Come share and support each other here.  Subscribe to my newsletter so you can stay up to date with all upcoming episodes and any other exclusive or special offers. 2. If you need any support, you can get in contact with me for a 1:1 coaching call, simply email me at support@rikawhelan.com 3. Connect with me on LinkedIn: https://www.linkedin.com/in/rikawhelan Upcoming From Gossip to Growth Program Sign up for my upcoming From Gossip to Growth Program, where I will be taking you through a step-by-step guide to get rid of workplace gossip… for good! Navigate HERE to sign up for more information. I look forward to chatting with you in the next episode. Make sure you don't miss it!

In dieser Folge zum Thema «Faktor Zeit in Teams» erfährst du:  ✅ Warum «Zeit» nicht die Uhr ist✅ Was Organe und Synchronisation mit Teams zu tun haben✅ Warum Management Literatur keine Freizeitlektüre ist✅ Weshalb Motivation grösstenteils intrinsisch ist✅ Die Sicht eines Zeitforschers auf komplett flexible Arbeitszeitmodelle Das erwähnte Teamphasenmodell nach Bruce Tuckman findest du hier. Mehr zu Ivo Muri findest du hier:Ivo auf seiner Webseite Wenn dir der TEAMWORKS Podcast gefällt, dann freuen wir uns sehr, wenn du den Podcast auf deiner Lieblingsplattform mit fünf Sternen bewertest ⭐⭐⭐⭐⭐. Herzlichen Dank für deine Unterstützung!  Wenn dir der TEAMWORKS Podcast gefällt, dann freuen wir uns sehr, wenn du den Podcast auf deiner Lieblingsplattform mit fünf Sternen bewertest ⭐⭐⭐⭐⭐.Herzlichen Dank für deine Unterstützung!

Marriages go through natural phases of development. In this episode, Bryon and Jen apply Bruce Tuckman's theory of group development to our marriages and use his observations to help us navigate the storms we all face in marriage.

Form Storm Norm And Perform Not Conform Forming storming norming performing describes the four essential stages of team development, as first codified in the work of psychologist Bruce Tuckman in 1965. Each of these words represent one stage in the model, which individuals inevitably must go through as they form a group into a team.Jan 19, 2021https://managementconsulted.com/forming-storming-norming-performing/#:~:text=Forming%20storming%20norming%20performing%20describes,a%20group%20into%20a%20team. #form #storm #norm #perform --- Send in a voice message: https://anchor.fm/jack-bosma3/message Support this podcast: https://anchor.fm/jack-bosma3/support

Psychologie, Team-Dynamiken und hochperformante Teams: Zufällige Stichwörter oder relevante Themen?Eine Gruppe von Menschen soll zusammen und miteinander arbeiten. Am besten noch hochperformant, mit einem grandiosen Outcome und das ganze innerhalb einer Woche nach Gründung des Teams. So oder so ähnlich stellen sich viele Leute Team-Dynamiken vor.Dass dies alles nicht ganz so einfach ist, weiß jeder, der schon mal ein neues Team geformt bzw. übernommen hat.Das 5 Phasenmodell für die Teamentwicklung von Bruce Tuckman, ein US-amerikanischer Psychologe, kann dir eine gewisse Hilfestellung liefern.Forming, Norming, Storming, Performing und Mourning/Adjourning: Was zeichnet die einzelnen Phasen aus? Welches Verhalten kann beobachtet werden? Welche Fragen und Bedürfnisse entstehen bei den Teammitgliedern? Welcher Leadership-Style wird benötigt bzw. ist angebracht?Über dieses Thema sprechen wir in dieser Episode. Viel Spaß.Bonus: Was Puppenspieler mit Leadership zu tun haben, warum Kaiserschmarrn immer noch ein Thema ist und wieso das Currywurst-Museum + Bud Spencer-Museum eine Rolle spielt.Feedback (gerne auch als Voice Message)Email: stehtisch@engineeringkiosk.devTwitter: https://twitter.com/EngKioskWhatsApp +49 15678 136776Gerne behandeln wir auch euer Audio Feedback in einer der nächsten Episoden, einfach Audiodatei per Email oder WhatsApp Voice Message an +49 15678 136776LinksDer Sarg aus Pilzen: https://www.derstandard.at/story/2000140191911/lebender-sarg-auf-dem-wiener-zentralfriedhof Bestattungsmuseum Wien: https://shop.bestattungsmuseum.at/#Podcast Episode zum Thema Tod und Wien, Interview Leiter der Friedhöfe in Wien: https://www.wieneralltagspoeten.at/podcast/episode/c279a1aa/9-wiener-todEngineering Kiosk Episode #33 Andy im Team Lead Bewerbungsgespräch: https://engineeringkiosk.dev/podcast/episode/33-andy-im-team-lead-bewerbungsgespr%C3%A4ch/Google Jamboard: https://jamboard.google.com/Miro: https://miro.com/de/Bruce Tuckmann: https://de.wikipedia.org/wiki/Bruce_Tuckman5 Phasenmodell: https://de.wikipedia.org/wiki/Teambildung#Phasenmodell_nach_Tuckman_und_Klotz Sprungmarken(00:00:00) Intro(00:01:07) Sarg aus Pilzen und das Bestattungsmuseum(00:04:02) Wenn ein Mitglied das Team verlässt, hast du ein neues Team(00:05:10) Dynamiken in einem Team: "Wie läuft es bei dir?"-Floskel(00:08:09) Die 5 Phasen bei der Entwicklung eines Team(00:10:54) Woher kommt das Modell der 5 Phasen bei der Entwicklung eines Team und welche Phasen gibt es?(00:14:28) Phase 1: Forming - Die Einstiegs- und Findungsphase (der erste Kontakt)(00:19:11) Phase 2: Storming - Die Auseinandersetzungs- und Streitphase (der Konflikt)(00:26:54) Phase 3: Norming - Die Regelungs- und Übereinkommensphase (der Vertrag)(00:32:58) Phase 4: Performing - Die Arbeits- und Leistungsphase (die Kooperation)(00:43:56) Phase 5: Mourning/Adjourning - Die Auflösungsphase(00:47:02) Muss jedes Team alle Phasen durchlaufen?(00:50:43) Wie verhalten sich die Phasen und die Team-Dynamik in einem Remote-Setup?(00:53:59) Leadership-Workshops und Erfahrung durch Praxis(00:55:20) Outro und FeedbackHostsWolfgang Gassler (https://twitter.com/schafele)Andy Grunwald (https://twitter.com/andygrunwald)Feedback (gerne auch als Voice Message)Email: stehtisch@engineeringkiosk.devTwitter: https://twitter.com/EngKioskWhatsApp +49 15678 136776

Today's podcast was recorded previously at Stanford at an event to honor my old boss and close friend Myron Scholes who won the Nobel Prize in Economics.  Our first speaker will be Andy Lo who is a Finance Professor at MIT, and he will discuss his book In Pursuit of the Perfect Portfolio. Andy interviewed a dozen leaders in academic finance and top practitioners about how to design a portfolio balancing risk and reward by maximizing diversification.Our second speaker will be Jonathan Levin who is the Dean of Stanford's Graduate Business School.  Jon will explain how Myron Scholes' ideas have shaped academic research in finance and how his models have been applied by investment professionals.Our third speaker is Victor Haghani. Vic and I worked together at Salomon Brothers before he left to be one of the founding partners at Long-Term Capital Management.  Vic will answer the question, how much should you gamble when you have an excellent investment. Vic's ideas are very important, because most of us focus on what to invest in and spend little time wondering how big to bet? And whether to increase or decrease the wager when uncertainty and volatility increases or decreases over time.Our fourth speaker is my good friend Bruce Tuckman who teaches at NYU's Stern Business School and is the former Chief Economist of the CFTC.  Bruce will discuss the benefits that derivatives like interest rate swaps and commodity futures provide hedgers and investors.Our final speaker today will be Myron Scholes who will discuss the best ways to adjust your portfolio if you are concerned about ESG.  Some market participants who are concerned about carbon emissions are selling shares in their polluters, but Myron thinks that investment managers should first optimize the portfolio and then buy carbon credits to maximize returns while minimizing carbon in the environment. Get full access to What Happens Next in 6 Minutes with Larry Bernstein at www.whathappensnextin6minutes.com/subscribe

This week, I'm talking about the stages of group development – what is necessary (and inevitable) for a team to grow, face up to challenges, tackle problems, find solutions, plan work, and deliver results. This work is based on the research of Bruce Tuckman from 1965, who hypothesized that, along with these factors, interpersonal relationships would create an effective group function. The four stages Tuckman identified in his research are forming, storming, norming, and performing.  FormingIn this phase, the team meets and learns about the opportunities and challenges, and then agrees on goals and begins to tackle the tasks. Team members tend to behave quite independently. They may be motivated but are usually relatively uninformed of the issues and objectives of the team. Team members are usually on their best behavior, but very focused on themselves. Mature team members begin to model appropriate behavior even at this early phase.  The meeting environment also plays an important role. Members attempt to become oriented to the tasks as well as to one another. This is also the stage in which group members test boundaries, create ground rules, and define organizational standards.  Discussion centers on defining the scope of the task, how to approach it, and similar concerns. To grow from this stage to the next, each member must relinquish the comfort of non-threatening topics and risk the possibility of conflict. StormingThis is the second stage of team development, where the group starts to gain each other's trust. This stage often starts when they voice their opinions; conflict may arise between team members as power and status are assigned. When group members start to work with each other they start to learn about individual working styles and what it is like to work with each other as a team; it also identifies the hierarchy of positions in the group.  At this stage there is often a positive and polite atmosphere, people are pleasant to each other, and they may have feelings of excitement, eagerness, and positivity. Others may have feelings of suspicion, fear, and anxiety. The leader of the team will then describe the tasks to the group, describe the different behaviors to the group, and how to deal and handle complaints.  In this stage "...participants form opinions about the character and integrity of the other participants and feel compelled to voice these opinions if they find someone shirking responsibility or attempting to dominate. Sometimes participants question the actions or decision of the leader as the process grows harder..."  Disagreements and personality clashes must be resolved before the team can progress out of this stage, and so some teams may never emerge from "storming" or re-enter that phase if new challenges or disputes arise.  In Tuckman's 1965 paper, only 50% of the studies identified a stage of intragroup conflict, and some of the remaining studies jumped directly from stage 1 to stage 3. Some groups may avoid this phase altogether, but for those who do not, the duration, intensity, and destructiveness of the "storms" can be varied.  Tolerance of each team member and their differences must be emphasized in this phase; without tolerance and patience the team will fail. This phase can become destructive to the team and will lower motivation if allowed to get out of control.  Some teams will never develop past this stage; however, disagreements within the team can make members stronger, more versatile, and able to work more effectively together. Supervisors during this phase may be more accessible but tend to remain directive in their guidance of decision-making and professional behavior.  The team members will ideally resolve their differences and members will be able to participate with one another more comfortably. The ideal is that they will not feel that they are being judged and will therefore share their opinions and views. Normally tension, struggle, and sometimes arguments occur.  Norming"Resolved disagreements and personality clashes result in greater intimacy, and a spirit of cooperation emerges." This happens when the team is aware of competition and they share a common goal. In this stage, all team members take responsibility and have the ambition to work for the success of the team's goals.  They start tolerating the whims of the other team members. They accept others as they are and make an effort to move on. The danger here is that members may be so focused on preventing conflict that they are reluctant to share controversial ideas. Performing"With group norms and roles established, group members focus on achieving common goals, often reaching an unexpectedly high level of success." By this time, they are motivated and knowledgeable. The team members are now competent, autonomous, and able to handle the decision-making process without supervision. Dissent is expected and allowed as long as it is channeled through means acceptable to the team. Supervisors of the team during this phase are almost always participating. The team will make most of the necessary decisions. Even the most high-performing teams will revert to earlier stages in certain circumstances. Many long-standing teams go through these cycles many times as they react to changing circumstances. For example, a change in leadership may cause the team to revert to storming as the new people challenge the existing norms and dynamics of the team. In 1977, Tuckman added a fifth stage: adjourning. Adjourning This stage involves completing the task and breaking up the team (also sometimes referred to as mourning). Tuckman's research concluded that an important step in the small group lifecycle was the ultimate separation at the end of this cycle.   As a leader of small groups, how can you facilitate this lifecycle?  In the forming phase, a leader should engage their coordinating behaviors, which include:  -Purposefully picking the team -Facilitating goal identification -Ensuring a shared mental model – a cohesive approach to thinking about the problem or task at hand  In the storming phase, a leader should engage their coaching behaviors, which include:  -Serving as a resource person for the team -Developing mutual trust -Calming the work environment  In the norming and performing phases, a leader should engage their empowering behaviors, which include:  -Getting feedback from team members -Facilitating the transfer of leadership to the group -Setting aside time for planning and engaging the team  In the adjourning phase, a leader should engage their supporting behaviors, which may include:  -Redefining roles -Creating future leadership opportunities  You're probably thinking that leaders in these various phases need to have a wide range of competencies – and you're right. I wanted to take a few minutes to outline three leadership strategies to help with these groups:  Group diversity is everything…if you can manage it.  From a personality perspective, research has shown that, while homogeneous groups get along better with less conflict, heterogeneous groups achieve better results…IF they learn to work together.  Understanding personality type, and subsequently bringing together a diverse group in terms of the way they take in information, make decisions, structure themselves, and orient themselves to the outer world will ultimately help you get the best possible result.   Striking a balance between decisiveness and inclusivity.  Your team will run you over if you aren't decisive enough…but if you are dictatorial, they will rebel like teenagers. Your challenge, then, is to find the ideal balance between getting input so all members feel heard and their opinions valued - AND making the necessary decisions that move the group forward.  Personality type plays a role here, as well – make sure your introverts are heard. Giving them the agenda ahead of time, with specific questions or issues you'll be bringing up during the next meeting, will help get the best out of your quieter members.  If a lack of decisiveness is one of your weaknesses, establish a timeframe for decision-making. For example, set a timer in the meeting for discussion, then when the alarm goes off, DECIDE. Then move on to the next decision…no second-guessing or re-evaluating.   Continue to step back, gradually. As the team becomes more cohesive, roles and responsibilities clearly defined, and forward progress accelerates, your leadership role will change. An important skill set is to know when to step back to more of a facilitation/support role.  Ego can sometimes get in the way here, so keep in mind that this isn't about you. You have an amazing opportunity to develop emerging leaders, help group members develop skills, and watch synergy between people who perhaps didn't even know one another a short time ago.   Here's a bonus: Evaluate your leadership.  This is a growth opportunity for you as a leader, so it is important that you assess your leadership strengths at each phase. Where could you have handled situations better? Where were you too slow/too fast to address a problem? Internally, where did you find yourself resisting a change that would require a different set of skills from you?  Make sure you do this evaluation from a place of curiosity and personal development – not judgment and condemnation. Remember, there is a learning curve here for you, as well – even if you have led other groups, you haven't led this group with this purpose before. Be kind to yourself!   Are you in the wrong job that chips away at you every day? The CareerSpring document and coaching program will help you find a job that uses your zone of genius, recognizes your value, and pays you what you're worth.  If you're ready to take your job search to the next level by working with a highly experienced professional with a track record of client success, schedule a complimentary consult to learn more:  https://calendly.com/lesaedwards/zoom-meetings2            

In dieser Woche hört ihr die zweite Ausgabe unseres neuen Formats „Ask us Anything about Trendmanagement“. Im Mittelpunkt stehen wie immer eure Herausforderungen und Fragen zum wirksamen Arbeiten mit Trends. Zu Beginn der Folge beleuchten wir, das Thema Innnovationskultur. Wie sehen gute Rahmenbedingungen für Innovation aus und was können Innovationsverantwortliche tun, um sie zu Förden. Im zweiten Teil der Folge thematisieren wir die optimale Trendidentifikation und welche Rolle interne Trendscouts dabei spielen. Ein wichtiger Punkt bei der Identifikation ist der richtige Zuschnitt der Suchfelder, damit Innovationsteams nicht in der Flut von Signalen untergehen. Am Ende gehen wir der Frage nach, wann Unternehmen einen zentralen oder dezentralen Innovationsansatz wählen sollten. Diese und weiteren spannende Themen erfahrt ihr in dieser Episode. Stellt uns eure Fragen am Donnerstag den 7. Juli um 14:00 Uhr. Wir vergeben 10 Plätze. Meldet euch an unter https://www.trendone.com/askus Literaturempfehlungen aus der Folge: The Invincible Company von Alexander Osterwalder: https://www.strategyzer.com/books/the-invincible-company Das Phasenmodell nach Bruce Tuckman: https://www.amazon.de/Entwicklung-virtueller-Teams-Phasenmodell-Tuckman/dp/3346097897 Mythos Motivation von Reinhard K. Sprenger: https://www.amazon.de/Mythos-Motivation-Wege-einer-Sackgasse/dp/3593514850/ Die Host: Peter von Aspern https://www.linkedin.com/in/peter-von-aspern Sebastian Metzner https:/www.linkedin.com/in/sebastianmetzner Sendet uns gern eine Whatsapp Sprachnachricht an: +49 172 67 82 736 Schreibt uns Feedback per Mail an: podcast@trendone.com

Join Brian Milner and Sherman Gomberg for a discussion of the importance of a Scrum team’s developers and why self-organizing teams are at the heart of agile methodologies like Scrum. In this episode of the Agile Mentors podcast, Brian Milner and Sherman Gomberg discuss the evolution of one of the Scrum roles: developer. They also explain why self-organizing teams of developers have become critical to all organizations. On agile projects, developers are the people who “do the work” and while at first glance you may see agile developers as always engineers or other software development professionals, that’s not invariably the case. According to the Scrum Guide, the development team can be composed of all kinds of people including designers, writers, programmers, etc. Using over 25 years of Scrum, agile, and project management experience, Sherman and Brian compare notes on the topic of how to build and sustain agile, self-organizing teams. They share their insights and advice on why empowering individuals to work in cross-functional agile teams leads to greater efficiency, higher rewards, and lower risks. Listen now to discover: - 03:38 –How to tell whether your agile team is self-organizing - 05:25 – The advantages of having self-organized teams in agile environments - 07:10 – Bruce Tuckman’s four stages of team development: Forming, Storming, Norming, and Performing - 09:17 – Advice for Scrum Masters and product owners on how to promote self-organization among team members - 09:60 – The parallels between software teams and sports teams: self-organize and work together to shine - 13:34 – How and why to build a learning organization - 18:00 – The definition of “self-managing” as cited by the Scrum Guide - 22:00 – How to address bug-fixing and technical debt during a sprint - 28:00 – The three most valuable practices adopted by developers in a sprint - 37:50 – The importance of understanding the developer role and why all three roles on a Scrum team should take a Scrum developer course - 40:48 – The role of a tech lead in Scrum - 43:00 – Why it is essential to form a team of equals and how self-organization works to support this Listen next time when we’ll be discussing… Sprint planning with guest co-host Scott Dunn. You’ll learn about the sprint planning event as described in the Scrum Guide and the 3 essential “Why? What? How?” topics addressed in order to plan successful sprints. References and resources mentioned in the show ● Scrum Guide ● The Bruce Tuckman Model ● The Agile Manifesto Want to get involved? This show is designed for you, and we’d love your input. ● Enjoyed what you heard today? Don’t forget to rate and review: it really helps! ● Got an agile subject you’d like us to discuss or a question that needs an answer? Share your thoughts with us at podcast@mountaingoatsoftware.com This episode’s presenters are: Brian Milner is SVP of coaching and training at Mountain Goat Software. He’s passionate about making a difference in people’s day-to-day work, influenced by his own experience of transitioning to Scrum and seeing improvements in work/life balance, honesty, respect, and the quality of work. Sherman Gomberg is CEO at Scrum Adventures, Inc. He is a CTC and has a total of eleven certifications from the Scrum Alliance. He has over 25 years of experience with agile, Scrum, and project management across various industries. He enjoys working with teams during breakout sessions in online courses, where he helps to bring curiosity to valuable discussions and in doing so, moves the needle from training to knowledge obtained to knowledge applied.

Join Brian Milner and Sherman Gomberg for a discussion of the importance of a Scrum team’s developers and why self-organizing teams are at the heart of agile methodologies like Scrum. In this episode of the Agile Mentors podcast, Brian Milner and Sherman Gomberg discuss the evolution of one of the Scrum roles: developer. They also explain why self-organizing teams of developers have become critical to all organizations. On agile projects, developers are the people who “do the work” and while at first glance you may see agile developers as always engineers or other software development professionals, that’s not invariably the case. According to the Scrum Guide, the development team can be composed of all kinds of people including designers, writers, programmers, etc. Using over 25 years of Scrum, agile, and project management experience, Sherman and Brian compare notes on the topic of how to build and sustain agile, self-organizing teams. They share their insights and advice on why empowering individuals to work in cross-functional agile teams leads to greater efficiency, higher rewards, and lower risks. Listen now to discover: - 03:38 –How to tell whether your agile team is self-organizing - 05:25 – The advantages of having self-organized teams in agile environments - 07:10 – Bruce Tuckman’s four stages of team development: Forming, Storming, Norming, and Performing - 09:17 – Advice for Scrum Masters and product owners on how to promote self-organization among team members - 09:60 – The parallels between software teams and sports teams: self-organize and work together to shine - 13:34 – How and why to build a learning organization - 18:00 – The definition of “self-managing” as cited by the Scrum Guide - 22:00 – How to address bug-fixing and technical debt during a sprint - 28:00 – The three most valuable practices adopted by developers in a sprint - 37:50 – The importance of understanding the developer role and why all three roles on a Scrum team should take a Scrum developer course - 40:48 – The role of a tech lead in Scrum - 43:00 – Why it is essential to form a team of equals and how self-organization works to support this Listen next time when we’ll be discussing… Sprint planning with guest co-host Scott Dunn. You’ll learn about the sprint planning event as described in the Scrum Guide and the 3 essential “Why? What? How?” topics addressed in order to plan successful sprints. References and resources mentioned in the show ● Scrum Guide ● The Bruce Tuckman Model ● The Agile Manifesto Want to get involved? This show is designed for you, and we’d love your input. ● Enjoyed what you heard today? Don’t forget to rate and review: it really helps! ● Got an agile subject you’d like us to discuss or a question that needs an answer? Share your thoughts with us at podcast@mountaingoatsoftware.com This episode’s presenters are: Brian Milner is SVP of coaching and training at Mountain Goat Software. He’s passionate about making a difference in people’s day-to-day work, influenced by his own experience of transitioning to Scrum and seeing improvements in work/life balance, honesty, respect, and the quality of work. Sherman Gomberg is CEO at Scrum Adventures, Inc. He is a CTC and has a total of eleven certifications from the Scrum Alliance. He has over 25 years of experience with agile, Scrum, and project management across various industries. He enjoys working with teams during breakout sessions in online courses, where he helps to bring curiosity to valuable discussions and in doing so, moves the needle from training to knowledge obtained to knowledge applied.

Join Brian Milner and Sherman Gomberg for a discussion of the importance of a Scrum team’s developers and why self-organizing teams are at the heart of agile methodologies like Scrum. In this episode of the Agile Mentors podcast, Brian Milner and Sherman Gomberg discuss the evolution of one of the Scrum roles: developer. They also explain why self-organizing teams of developers have become critical to all organizations. On agile projects, developers are the people who “do the work” and while at first glance you may see agile developers as always engineers or other software development professionals, that’s not invariably the case. According to the Scrum Guide, the development team can be composed of all kinds of people including designers, writers, programmers, etc. Using over 25 years of Scrum, agile, and project management experience, Sherman and Brian compare notes on the topic of how to build and sustain agile, self-organizing teams. They share their insights and advice on why empowering individuals to work in cross-functional agile teams leads to greater efficiency, higher rewards, and lower risks. Listen now to discover: - 03:38 –How to tell whether your agile team is self-organizing - 05:25 – The advantages of having self-organized teams in agile environments - 07:10 – Bruce Tuckman’s four stages of team development: Forming, Storming, Norming, and Performing - 09:17 – Advice for Scrum Masters and product owners on how to promote self-organization among team members - 09:60 – The parallels between software teams and sports teams: self-organize and work together to shine - 13:34 – How and why to build a learning organization - 18:00 – The definition of “self-managing” as cited by the Scrum Guide - 22:00 – How to address bug-fixing and technical debt during a sprint - 28:00 – The three most valuable practices adopted by developers in a sprint - 37:50 – The importance of understanding the developer role and why all three roles on a Scrum team should take a Scrum developer course - 40:48 – The role of a tech lead in Scrum - 43:00 – Why it is essential to form a team of equals and how self-organization works to support this Listen next time when we’ll be discussing… Sprint planning with guest co-host Scott Dunn. You’ll learn about the sprint planning event as described in the Scrum Guide and the 3 essential “Why? What? How?” topics addressed in order to plan successful sprints. References and resources mentioned in the show ● Scrum Guide ● The Bruce Tuckman Model ● The Agile Manifesto Want to get involved? This show is designed for you, and we’d love your input. ● Enjoyed what you heard today? Don’t forget to rate and review: it really helps! ● Got an agile subject you’d like us to discuss or a question that needs an answer? Share your thoughts with us at podcast@mountaingoatsoftware.com This episode’s presenters are: Brian Milner is SVP of coaching and training at Mountain Goat Software. He’s passionate about making a difference in people’s day-to-day work, influenced by his own experience of transitioning to Scrum and seeing improvements in work/life balance, honesty, respect, and the quality of work. Sherman Gomberg is CEO at Scrum Adventures, Inc. He is a CTC and has a total of eleven certifications from the Scrum Alliance. He has over 25 years of experience with agile, Scrum, and project management across various industries. He enjoys working with teams during breakout sessions in online courses, where he helps to bring curiosity to valuable discussions and in doing so, moves the needle from training to knowledge obtained to knowledge applied.

Bruce Tuckman's Model:Most of us realize that a common goal is foundation to differentiating a group and a team. Not all groups are teams, and that is okay.  1.      Form: the group is immature; shared goal, collective purpose, clear roles and responsibilities2.      Storm: the group is fractioned; disagreement, tension, possible cliques form when individuals disagree about priorities, roles or tasks and yet don't know how to successfully resolve the conflict3.      Norm: the group is gelling; cooperation increases as roles and leadership is understood and accepted, as things stabilize and trust is established (we also know how to resolve conflicts individually and collectively)4.     Perform: openness, flexibility, attention to both the goals and the dynamics, shared leadership, collective problem solving; shared decision making; focus on the collective goalsThe real value of knowing this model, is knowing as a leader you can accelerate the development of your team. I know, on purpose. While it's very common just to make assumptions about our team being high performance, this model helps us to really investigate, number one is that true….and number two how do we ensure it's true.The fun part of this is actually exploring the model and the stages with your team. Whether a department or project team, you can gain insights into how others perceive the team. The individual members may have very different experiences and insights that a leader may not know, because they're of course tucked safely in the individual members brain. Using an assessment to analyze team behaviors is a great starting point. It will spur on the discussion. As the team leader, your role evolves with each of the stages. They need different types of leadership in each of the 4.  Consider yourself first more of a director, then a coach, a facilitator and then as the group strengthens and evolves, a delegator. This approach parallels the Situational Leadership model created by Hersey and Blanchard (episode 22). It means that the level of management required evolves and shifts over time, as standard practices and processes are in place that the team can utilize. It also means that the team continues to operate at a deeper level, collectively to achieve goals and assess the team dynamics. Key learning seeds:·       There are 4 stages of team development: form, storm, norm and perform·       Every team will go thru them, they are predictable·       When a member comes or goes you go back to forming·       You can accelerate the performance of a team·       As a team leader, your role will shift·       It's okay, they still need you!Want more energy and tools for your leadership toolbox? Check out our monthly training  series!

In the late 1960's Bruce Tuckman came up with a theory of team development that is still in use today.  Pete Blank spends time this week sharing the four (or five) stages of team development.  They are: Forming Storming Norming Performing Adjourning

In the late 1960's Bruce Tuckman came up with a theory of team development that is still in use today.  Pete Blank spends time this week sharing the four (or five) stages of team development.  They are: Forming Storming Norming Performing Adjourning

In the late 1960's Bruce Tuckman came up with a theory of team development that is still in use today.  Pete Blank spends time this week sharing the four (or five) stages of team development.  They are: Forming Storming Norming Performing Adjourning

In the late 1960's Bruce Tuckman came up with a theory of team development that is still in use today.  Pete Blank spends time this week sharing the four (or five) stages of team development.  They are: Forming Storming Norming Performing Adjourning

In the late 1960's Bruce Tuckman came up with a theory of team development that is still in use today.  Pete Blank spends time this week sharing the four (or five) stages of team development.  They are: Forming Storming Norming Performing Adjourning

In this cast we move beyond the ignorance of mediocre managers clumsily wielding the teamwork moniker and actually explore the design and implementation of a high performance work team. We walk through the Tuchman model of group development and how you as a leader can optimize the groups development into a high performance team. We also explore how through leveraging the power of meaning, the power of belonging, and the power of value can fuel your team to the highest performance levels.Be careful! If you follow my advice here there is no telling how powerful your project / process team will become!

Herzlich willkommen zur vierten Folge des Podcasts zum Thema „Projektmanagement“. Der Podcast besteht aus sieben Teilen. Heute im vierten Teil will ich Ihnen die idealtypischen Phasen der Entwicklung in einem Projektteam vorstellen. Wenn Sie ein Team zusammenstellen für ein Projekt oder eine regelhafte Aufgabe, dann werden Sie nicht gleich bei der Zusammenstellung ein arbeitsfähiges Team vor sich haben. Egal, wie viel Sorgfalt Sie auf die Auswahl der Mitglieder in Ihrem Team legen. Ein Team ist zuallererst einmal eine Ansammlung von einzelnen Personen, die alleine durch die Ansammlung noch nicht zu einem effektiven und aufeinander abgestimmten Team werden. Bruce Tuckman hat nun fünf Phasen der Teamentwicklung im idealtypischen Fall herauskristallisiert. Diese sind: Forming – die Phase der Orientierung Storming – die Phase der Konfrontation und des Machtkampfes Norming – die Organisationsphase Performing – die Leistungsphase und Adjourning – die Auflösungsphase Wichtig, nach der Theorie von Tuckman, ist nun, dass alle diese Phasen bedeutsam sind für die Entwicklung eines arbeitsfähigen und stabilen Teams. Erst dann, wenn ein Kennenlernen und erste Eindrücke in der Forming-Phase gesammelt werden konnten, kann in der Phase des Stormings ein Aneinanderreiben stattfinden, das durch wichtige Konflikte geprägt ist. Dem Storming folgt die Phase der Organisation. Nun werden Strukturen, Normen, Umgangsformen und Routinen implementiert und von allen getragen. Und erst danach erreicht das Team die Phase seiner größten Leistung: die Performing-Phase. In der Regel sollte diese Phase die bei weitem längste Phase in der Teamentwicklung sein, da hier die eigentlichen Ergebnisse, das produktive Miteinander erreicht wird. Nicht zu vergessen ist die anschließende Trennungs- oder Adjourning-Phase. Denn auch ein ordentliches Auseinandergehen ist für ein Team sehr wichtig. Sollte es zu Störungen in einer Phase kommen, kann es sein, dass die vorherige erneut erst erfolgreich durchlaufen werden muss, um auf diese stabile Basis aufbauend die nächste der fünf Phasen zu erreichen. In der Begleitung eines Teams ist es sehr wichtig, diese idealtypischen Phasen zu kennen und phasengerecht Unterstützung und Begleitung des Teams einzubringen. Gerne ausführlicher nachlesen können Sie zu diesen und weiteren Methoden des Projektmanagements im Modul 1351. Beste Grüße Ihr Matthias Matlachowski Dipl.-Sozialwissenschaftler (Univ.) Matthias Matlachowski, Tutor der Deutschen Akademie für Management Hier finden Sie alle Podcasts der Reihe Projektmanagement

According to Bruce Tuckman, there are 5 stages of a Team; Forming, Storming, Norming, Performing, and Mourning. Do you know what stage your teams are in? How successful are they traveling through each stage? Are your teams successful or struggling? This episode of Conversations for FearLESS Leaders describes the different stages, how to identify which stage your team is in, and how to manage any challenges you may face in each stage.Follow Rhonda and Dale at www.Conversationsforfearlessleaders.com

Every leader wants their team to work together and achieve at a high level, but conflict, poor relationships, or lack of clarity may be hindering performance. Leaders cannot press a magic button to turn on “teamwork.” However, teams do move through predictable stages of development that lead to high performance. In this episode of Magic in the Room, Hannah, Luke, and guest Ben West discuss tactics leaders can use in each stage to build a healthy team, despite the ever-changing work environment.    Research in this episode:   More information on Bruce Tuckman's Stages of Group Development: www.mindtools.com/pages/article/newLDR_86.htm   Listen to our episode on Hope Theory with Dr. Chan Helman at www.purposeandperformancegroup.com/magic-in-the-room-65   Question of the Day: Resources   Find the At My Best Cards at atmybest.com   Find our GUEST Service Course at https://www.purposeandperformancegroup.com/online-learning   Get a free Magic in the Room hat by posting a review and sending a screenshot to info@purposeandperformancegroup.com   Music by evangrimmusic.com Recorded at storycatcher.studio Support from techblogwriter.co.uk

Hello members and subscribers! In our third Moonshots Master episode, we provide a comprehensive breakdown of TEAMWORK. First up, we find inspiration in our quest for great teamwork! We hear from the master, Grant Cardone, and how nobody starts anything successful by themselves. We then bathe in Patrick Lencioni's passion for teamwork, and how it is the greatest competitive advantage. We also delve into Google's enormous research program, Project Aristotle, on teamwork and why some teams are successful. Now we're inspired, we get into team behaviours. We listen to Simon Sinek on how anyone can be a leader, before digging deeply into Patrick Lencioni's 5 Dysfunctions of a team. We close the show by learning about the design and strategy of good teamwork. We learn about Dr Meredith Belbin's Team Roles and responsibilities breakdown, and Bruce Tuckman's Form, Storm, Norm, Perform, before closing out with Tyler Waye's belief in the value of perseverance and how good teams stick together. Our recommended reading list is pretty big too, with some books, articles and Medium threads to read: Google's Project Aristotle 8 Best Team Effectiveness Models and How They Work (With Examples) Patrick Lencioni's 5 Dysfunctions of a team Medium article on 5 Dysfunctions of a Team Dr Meredith Belbin's Team Roles Bruce Tuckman's Form, Storm, Norm, Perform We can't wait to hear what you think of the show. Thanks for listening. That's a wrap.

Hello listeners! In our third Moonshots Master episode, we provide a comprehensive breakdown of TEAMWORK.Subscribe today to our Master Series!First up, we find inspiration in our quest for great teamwork! We hear from the master, Grant Cardone, and how nobody starts anything successful by themselves. We then bathe in Patrick Lencioni's passion for teamwork, and how it is the greatest competitive advantage. We also delve into Google's enormous research program, Project Aristotle, on teamwork and why some teams are successful.Now we're inspired, we get into team behaviors. We listen to Simon Sinek on how anyone can be a leader, before digging deeply into Patrick Lencioni's 5 Dysfunctions of a team.We close the show by learning about the design and strategy of good teamwork. We learn about Dr Meredith Belbin's Team Roles and responsibilities breakdown, and Bruce Tuckman's Form, Storm, Norm, Perform, before closing out with Tyler Waye's belief in the value of perseverance and how good teams stick together.

Today, I speak with James Shore, author of The Art of Agile, Development. We talk about the Agile Fluency Model he developed alongside Diana Larsen. When you re-organize teams with a focus on agility, changes will not happen overnight. Teams will have to get used to new tools, processes, and interpersonal dynamics. Bruce Tuckman created a model that recognizes specific team dynamics. The model proposes that teams go through several stages: forming, storming, norming, and performing.  If you have ever been in a large team meeting to make critical business changes or are part of a re-org, you will be familiar with that model. Re-structuring for agility means you will not only see the four phases of the Tuckman model but another as well. That is where James Shore and Diana Larsen come in. They designed a model to appreciate the cultural shift in how your teams gain fluency in delivering more value faster, and they call it the Agile Fluency Model.

Host:  Larry Bernstein. Guests include Robin Greenwood, Bruce Tuckman, and John Petrocelli

Boah, Uschi wälzt alles auf mich ab! Tobi – der macht nie Überstunden und ich sitze hier ewig rum! Ich? Wieso ich? Das wollte Susi machen! Ist mir doch egal, ob die Zeit hat. Wo bleibt eigentlich Hannes? Wir hatten doch 9 Uhr gesagt?! Man – mir hat schon wieder einer den Joghurt geklaut! Kennst Du solche Sätze? Solche nervigen Situationen? Situationen, in denen Du das Gefühl hast, alles allein machen zu müssen, dich nicht auf andere verlassen zu können und dass das Team irgendwie gar keins ist? In dieser Folge stelle ich Dir das Teamphasenmodell nach Bruce Tuckman vor: Forming, Storming, Norming und Performing. Darüber hinaus gebe ich Dir 7 Tipps an die Hand, was Du selbst tun kannst, um ein guter Teamplayer zu sein und das Ziel Deines Teams voranzutreiben: Offene Kommunikation Respektvoller Umgan Verantwortungen aufteilen Expertise und Fähigkeiten einbeziehen Diversität genießen Gemeinsames Denken Jedes Mitglied steht im Fokus Mehr von mir und über mich INSTAGRAM @birtesteinkamp FACEBOOK @diekniggetrainerin TWITTER @DieKniggeBirte LINKEDIN @diekniggetrainerin

"Ein Mythos ist eine plausible Geschichte, die bei mehr Licht unglaubwürdig wird." (Stefan Knecht, 04.04.21) In der Sendung 24 kne:bustern Stefan und Florian über... ...Teamplay und (digitales) Solistentum, ...das Teaming-Modell von Bruce Tuckman, ...Storming, Forming, Norming, Performing (und Adjourning),  ...Effektivität und Vertrauen, ...die Kofferwort-Erfindung "Teamerging", ...die vergebliche Hoffnung auf einen Teambuilding-Masterplan, ...dass es trotzdem sinnvoll ist, mit Modellen wie diesem zu arbeiten, ...aber es dann doch immer noch jede Menge Denkarbeit und Experimente braucht. Herzlichen Glückwunsch zur Eintrittskarte!   kne:buster - ein Podcast-Satelliten-Snackified Content-Experiment mit Stefan Knecht Expedition Arbeit, das heißt auch: Immer wieder Experimente, mal fast unmerkliche Veränderungen in der Community, mal gewagte Neuheiten, manchmal einfach das kreative Stochern im Nebel oder das lustvolle Ausprobieren dessen, was Spaß und Spannung verspricht.  Stochern, Spaß und Spannung, das wird es bis auf Weiteres donnerstags geben, im Kurz-Podcast-Gesprächs-Format  “kne:buster”. Der Titel enthält den Namen des ständigen Gesprächstgastes, Stefan Knecht und die Funktion des “busting”, was irgendetwas zwischen “auf den Arm nehmen”, “Pleite gehen” und “sprengen” bedeutet. Im Kern geht es um die Aufdeckung von Mythen, einem Hobby, dem Stefan Knecht schon seit geraumer Zeit krawallfrei aber messerscharf und wissenschaftlich fundiert auf seiner Seite digitalien.org betreibt.  Wer beim lustvollen Dekonstruieren lauschen will, ist herzlich eingeladen. Anders als die Montags-Sendung des Community Radios von Expedition Arbeit, sind die kne:buster-Folgen kurz, d.h. um die 15 Minuten. Snackified Buster Content :))   SHOW NOTES Kne:buster Blog https://digitalien.org/knebuster-wunderkammern-und-missverstaendnisse/  Blog-Artikel von Stefan Knecht “Tuckman liegt daneben" https://digitalien.org/knecht/teaming-tuckman-liegt-daneben/  Stefan Knecht bei LinkedIn https://www.linkedin.com/in/knecht/  Stefan Knecht Website https://digitalien.org

Every relationship has a honeymoon period — the time when you feel all the warm fuzzies and can’t imagine ever feeling anything but POSITIVE about the future.  Then a storm hits.  The relationship arc is a 5-stage concept developed by psychologist Bruce Tuckman in the mid-1960s that describes the PROCESS teams go through as people form bonds and learn to work together.  In today’s episode you’ll hear: The specifics of the 5 stages: Forming, Storming, Norming, Performing and Adjourning/Mourning  What to expect from each stage AND how to navigate them as a leader How to PREVENT yourself from spiraling during Storming Why Storming can make-or-break a team How to guide your team into Norming and Performing  Subscribe and Review Have you subscribed to my podcast? If the answer is no, I’d love for you to subscribe. Diary of a Doer is full of stories of business, some behind the scenes, and freaking amazing guests.If you’re feeling really generous, I’d love for you to give me a review over on Apple Podcasts. Simply select “Ratings and Reviews” and “Write a Review” then a quick line with your favorite part of the episode. It only takes a second and it helps me out a ton! Supporting Resources: Season 1 Episode 36 - Preparing For Your First (Or Next) Hire Season 2 Episode 10: Ethical Leadership: a QuickStart Guide to Building Diverse Teams $100-off Onboarding Success Kit (code given in Season 2 Episode 12) 

Today, Dan Neumann and Sam Falco are exploring the topic of teams — and not just Scrum teams, but all teams.   As a leader, it can be difficult to manage many lines of communication — especially in larger teams. In Dan and Sam’s conversation, they discuss The Tuckman Model as a thinking framework on how to nurture high-performing teams. From forming to storming to norming and performing, The Tuckman Model lays out the manner in which a leader should engage with teams to become more effective than ever before.   Tune in for today’s episode to find out which strategies you can put into play right now to build, lead, and maintain better teams!   “A team has shared success or failure. One person can’t succeed [while] another person fails if you’re an actual team. You win or you lose together.” — Sam Falco   Key Takeaways What is a team? A handful of people who are all working toward a common goal/objective and are collaborating/working together A team has shared success and failure; You win or you lose together Challenges with larger teams: They tend to get siloed; i.e., a bunch of people is working individually or smaller teams are formed within the larger team and communication is lost With a large group, even with the best intentions, someone gets left out (i.e. someone forgets to tell someone something or is unaware that someone hasn’t heard certain information yet) Increments can be missed if you’re not collaborating and communicating as a team How to (and how not to) form a team: The best teams self-select (people with a stake in the project are much more motivated)  If you select random people and put them together in a team they may not function that well together In “The Tuckman Model,” Bruce Tuckman suggests that you need four stages (form, storm, norm, and perform) to tackle tough problems and deliver results as a team Leadership strategies for forming teams (Tuckman’s “forming” phase): It’s important to create a shared vision once a team is formed and then actively move towards fostering connections through being vulnerable and demonstrating vulnerability through group formation activities As a leader, it is your duty to pick the team with purpose; not availability If you’re stuck in the “form” stage, it damages the ability of team members to form the connections that are necessary for teamwork Make sure that the team develops a shared mental image of what their team is like (you could start with something as simple as picking a team name) Leadership strategies for addressing conflict within teams (Tuckman’s “storming” phase): Conflict is not inherently negative but many people have never experienced healthy conflict so it is important to look for ways to build trust As a leader, you have to transition to a “coaching” role when your teams are in a storming phase by helping them develop mutual trust, navigate organizational impediments and conflict, and discussing team working agreements that you can refer to Storming often happens when it is not clear how the team makes decisions (so it is important to find clarity on this early on) Try out the “7 Levels in Delegation Poker Group” activity, linked below Leadership strategies during a team’s “norming” phase: In this phase, teams identify common goals and work toward these common goals with standards and commitment The leader’s role shifts more to empowering their team and getting feedback In this phase, a leader should allow for leadership to emerge within the team (and not being the leader all the time) It’s important to find the balance in contributing and knowing when to allow the team to get somewhere on their own In this stage, it is crucial to maintain the trust that you built during the “forming” and “storming” phases Leadership strategies during a team’s “performing” phase: Once there’s trust and the team can engage in healthy conflict, it is important to focus on goals and new areas that will benefit the team and business Once team members can hold each other accountable in a healthy way then you can established shared goals, make a commitment to these shared goals, and achieve these shared goals as a team After accountability is established, improvement can be built upon that Characteristics of a good leader: They help a team make their decisions They help a team develop mutual trust They identify what behaviors of The Tuckman Model the team is exhibiting and then appropriately engage with the team members They consciously build their team and find techniques that work best with them   Mentioned in this Episode: Lines of Communication (Image) Esther DerbyBruce Tuckman — The Tuckman Model 7 Levels in Delegation Poker Group Activity The Five Dysfunctions of a Team: A Leadership Fable, by Patrick Lencioni Agile Coaches’ Corner Ep. 117: “Don’t Get Your Agile Shorts in a Knot” Humanocracy: Creating Organizations as Amazing as the People Inside Them, by Gary Hamel and Michele Zanini   Want to Learn More or Get in Touch? Visit the website and catch up with all the episodes on AgileThought.com! Email your thoughts or suggestions to Podcast@AgileThought.com or Tweet @AgileThought using #AgileThoughtPodcast!

Bruce Tuckman tarafından geliştirilen Tuckman merdiveni, bir takım oluşturmada proje yöneticisi için çok önemli bir rehber niteliğindedir.

Group development   Working in groups is something most of us are familiar with and most likely also have experience with effective and difficult groups. Working in a group that's stuck and consumed by group conflicts can be very challenging and impact one's own metal well-being. It's very frustrating for all members of such a group, yet solving group conflicts is complex and takes time. Research has shown that teams go through definitive stages during development. Bruce Tuckman, an educational psychologist, identified a five-stage development process that most teams follow to become high performing. He called the stages: forming, storming, norming, performing, and adjourning. Depending in which stage a group is situated, different interventions are effective and can improve productivity.  

Support the show (https://www.buymeacoffee.com/ElaneMusic) Markus und Nico erzählen die Geschichte hinter der neuen ELANE-Single / Musikvideo “Something Else”. Zwischen ernsthaften Themen, Grünkohl, Dudu-Filmen und Markus' Leidenschaft für Gespräche unter Gitarristen findet sich auch wieder Zeit, auf eine neue Zuschauerfrage einzugehen. Konflikte über Konflikte beim musikalischen Zeitreisepodcast der Band ELANE! +++ Die in der Rubrik “Zuschauerfrage” beschriebene “Teamuhr” ist Teil des “Phasenmodells nach Bruce Tuckman”. Mehr dazu auf Wikipedia. +++ Kontakt: Podcast@Elane-Music.com >> Die Spotify-Playlist zum Podcast

When your team starts working together, they are in essence a group of strangers.  The longer they work together under solid leadership the more united they become but the path is not all sunshine and roses. Bruce Tuckman came up with the phrase ‘forming storming norming and performing’ to describe the path most teams follow to high performance.   This episode focuses on Tuckman’s path because most leaders are unaware of the natural process teams go through to get to high performance. Once they develop this awareness, they realize nothing has gone wrong and they know how they can assist the team in moving through the phases quicker.

In dieser Woche haben wir den zweiten Teil der „Gruppenrollen nach Belbin" für euch. Nach den drei noch fehlenden wissensorientierten Rollen, sprechen wir noch kurz über das Phasenmodell von Bruce Tuckman und die Bedeutsamkeit der Gruppenrollen hinsichtlich der Zufriedenheit im Beruf. Wir wünschen viel Spaß!

Heute haben wir ein wertvolles Basic Tool für euch: Das unglaublich spannende Thema der Gruppenrollen nach Dr. Meredith Belbin mit ihren Definitionen und Bedeutungen für ein Team. Welche Vorteile bringt das Wissen über diese Rollen? Kann ich damit sogar präventiv Konflikte vermeiden? Bringe ich damit mehr Power in ein Team? Ein ausgewogenes Hörvergnügen wünschen wir! – Fehlerkorrektur aus dem Inhalt: Belbin veröffentlichte 1981 sein Teamrollenmodell. 1965 entwickelte Bruce Tuckman sein Phasenmodell. (Anm. d. Red)

Most of us understand the value and benefits of teamwork, but it is often an elusive phenomenon. It takes trust, communication, unselfishness, and a common goal. If one member of the team has secret selfish motives, trust and communications will never be built to a level that will push you to your common goal. Bruce Tuckman, an educational psychologist, identified a five-stage development process that most teams follow to become high performing. He called the stages: forming, storming, norming, performing, and adjourning. RESOURCES Audible: 2 Free Audiobook when you sign up using the link below Link: http://bit.ly/32oF0Iq   Acadium: Want a marketing intern? Look no further Link: http://bit.ly/33BrUHJ   Podrover: Podrover lets you Collect and share your podcast reviews Link: http://bit.ly/2oycN2X  CONNECT WITH ME Website http://www.lunidelouis.com  Book: https://lunidelouis.com/books/   LinkedIn URL http://linkedin.com/in/lunide-louis-ph-d-29334375  Facebook URL https://www.facebook.com/BestRoutine/  Twitter URL https://twitter.com/bestroutine     

Teams moving to a remote formation is a relatively new part of management. Kristine helps me understand how leaders have to really create and uphold the office's cultural norms. Yes, it's hard but it's an essential responsibility for a manager. What kind of dynamic comes out when you don't see your coworkers every day? You're all finding out now, aren't you? We go back to Manager Basics with these concepts: - TQM - Forming, Storming, Norming, and Performing theory - Fight or flight responses when dealing with bullies What about patients? How do we keep connected with them? Have you thought about a group Zoom? Not a bad idea! Kristine dropped a line that has stayed with me: the health of your practice is really a reflection of how healthy your patients are. Does that apply in your office? This conversation will make you think! Contact Kristine here: kristine@kristineberry.com www.kristineberry.com https://www.facebook.com/remoteleadershipandteamcoaching https://www.linkedin.com/in/kristine-a-berry Articles we discussed:  http://www.dentalgrouppractice.com/dealing-with-toxic-coworkers.html   https://www.businessballs.com/team-management/tuckman-forming-storming-norming-performing-model/    https://www.bostonglobe.com/2020/03/23/lifestyle/12-most-annoying-co-workers-you-face-zoom/     Articles from Kristine can be found here: https://www.linkedin.com/in/kristine-a-berry/   Bonuses from Kristine (also downloadable in show notes): Framework for High Performing Teams The ingredients come from the research of professionals including: Katzenbach and Smith (The Wisdom of Teams), Hackman and Wageman (A Theory of Team Coaching), Bruce Tuckman’s –Storming, Norming, Performing and Adjoining and Amy Edmondson (Teaming) As you step into the new month, as a team you’ll take the pulse of where you are on a scale of 1- 10 in each of these six areas: 1. Shared purpose or mission (Your WHY) What is your purpose? Your mission? Why do you exist? Does everyone hold the same understanding? What does this mean practically for your work? What priorities does your purpose or mission naturally create? 2. Shared behavioral norms How do you do things? What is acceptable and unacceptable on the team? What behaviors and habits exist? Which ones are supportive of exceptional performance? Which ones aren't? 3. Shared commitment What are team members committed to? What will you get done, no matter what? Is there anything that needs to be dropped off the list? 4. Shared performance goals What are key goals for the team this year? What are key individual goals? How do your goals align? Overlap? What does success look like for each member? For the entire team? Does everyone have an understanding of the key goals of others on the team and how they feed into them? 5. Shared team practices Teams that work together effectively share common practices such as a Monday morning huddle, a Thursday night out or some other regular event. What practices support your relationships? 6. Clear Roles How do our roles overlap, align and connect? What changes, if any, are needed this year around your roles giving your priorities?” A quick activity to undertake together is to have some discussion around how you are doing in each of these areas this week, especially if you are now operating in the remote space." Bonus: Making it safe-Psychological safety- trust and respect ·  It’s not about being nice or about lowering performance standards- instead it allows teams to set high goals and work toward them through respect and collaboration ·  Leaders need to be accessible and approachable;  acknowledge their current limits, be willing to display fallibility, direct language, set boundaries and hold people accountable ------------------------------------------------------ **If you like the show then I’d appreciate a good rating. Tell your friends. Even podcasters ask for referrals!** Teresa’s Website- https://www.odysseymgmt.com/ (sign up for my newsletter!) Teresa’s Book Moving Your Patients to Yes! Easy Insurance Conversations http://odysseymgmt.corecommerce.com/Book/ (use ‘newsletter’ for $3 off) --- FYI: Teresa’s educational classes are often sponsored by CareCredit

In this HR Uprising Episode, Lucinda talks about a topic that's been requested by a member of our HR Uprising Community. Namely, how to build teams for success by avoiding the 5 dysfunctions of a team. So, perhaps the team is entirely new, or one that you wish to enhance, either way, Lucinda is here to offer an invaluable guide to the structure she uses to set a team up for success. Certainly, implementing the tools your team will need, and having a structure in place early on, is vital to success. However, there are 5 team dysfunctions that should always be avoided. Therefore, in this episode, Lucinda tells you how to successfully navigate your way around them, and the theory behind them. VALUABLE RESOURCES Host of The HR Uprising Podcast, Lucinda Carney, is also the founder and CEO of Actus Software, where you can find additional free HR Resources: https://actus.co.uk/free-performance-management-resources/ Actus Software resource particularly relevant to this podcast: Building an Effective Team The Tuckman Model Lencioni's Five Dysfunctions of a Team Join the HR Uprising LinkedIn Group KEY TAKEAWAYS The basic items that should always be covered in any team development situation would be: An introduction or ice-breaker A personality tool The Tuckman Model Lencioni's Five Dysfunctions of a Team Time for planning around ground-rules and purpose. The Tuckman Model is otherwise known as the Forming, Storming, Norming and Performing model. Although originally devised in 1965 by Dr. Bruce Tuckman, it is still relevant today as a way of explaining team development and behaviour. Adjourning was added in the 1970s. Lencioni's Five Dysfunctions were devised by Patrick Lencioni to outline the root causes of politics and dysfunction in the teams in which you work. The Lencioni's Five Dysfunctions are: Results - Are you ensuring that you're meeting your objectives? Is the team's purpose being fulfilled? Accountability - Lack of accountability leads to excuses. Make sure you hold people accountable for their goals and actions. Commitment - Team members need to buy into the purpose of the team. Conflict - If a team is afraid of conflict, they will be dysfunctional. Conflict is natural and can be hugely positive. Trust - If there is an absence of trust, the team will never get off the ground. How can you help to build trust between them? Realising that we are all different is the realisation that we are all strong in different ways. It's rare for everyone to be an all-rounder. These strengths are also what sometimes cause tensions in a team. BEST MOMENTS ‘Lots of it comes down to conflict or fear of conflict' ‘It's all about self-awareness' ‘Conflict might happen but it's natural, and it is positive' ‘It's about understanding and appreciating differences' ‘Listen to each other. Say if you don't agree with something' ABOUT THE HOST   Lucinda Carney is a Business Psychologist with 15 years in Senior Corporate L&D roles and a further 10 as CEO of Actus Software where she worked closely with HR colleagues helping them to solve the same challenges across a huge range of industries. It was this breadth of experience that inspired Lucinda to set up the HR Uprising community to facilitate greater collaboration across HR professionals in different sectors, helping them to ‘rise up' together. “If you look up, you rise up” CONTACT METHOD Join the HR Uprising LinkedIn community - https://www.linkedin.com/groups/13714397/ Email: Lucinda@advancechange.co.uk LinkedIn: https://www.linkedin.com/in/lucindacarney/ Twitter: @lucindacarney Instagram: @hruprising Facebook: @hruprising YouTube: Channel See omnystudio.com/listener for privacy information.

There are many models that try to describe what happens to transform a group into a team. One of the more common and popular models is the Tuckman Model" Bruce Tuckman was charged by the US Navy to determine and describe this process and he came up with four basic steps that teams go through: 1. Forming: This is when the team comes together and starts to get to know everyone and figure out what's going on. The leader's role is to establish clear instructions so people can get to work quickly which helps people get to know each other better. 2. Storming: In this stage like hens in a hen house the group tries to figure out the "pecking order" and determine who's really in charge. It can be frustrating for everyone involved and the role of the leader is to continue with clear working directions and sometimes to give guidance or intervene with social or personal issues as well. 3. Norming: This stage is when group norms are established. These expected and behaviors within the group add predictability and stability. Members begin to understand their role as well as the roles of the other members. Respect grows and people start to help each other. The role of the leader at this stage is to help support the development of the norms and to connect people so they can help each other. 4. Performing: This stage is the stage where everyone is working well and things are getting done. The role of the leader at this stage is often just to be a resource and to shield the group from outside interference. Since teams change in the modern workplace a number of people have added a 5th step and called it a variety of different things from Adjourning, Mourning, Transforming, etc to describe what happens when the group breaks up or changes in some way. Which is an important consideration, since it's likely that from time to time a change in the situation or group membership can knock this lovely linear description on its head and you may find your group back in an earlier stage of development. Because try as we might to explain the world in linear ways, the world is rarely linear. Have you observed this pattern in the groups you've been a part of?

It’s hard to get into a collaboration groove when a team’s composition is in flux. Establishing solid relationships is critical to generating trust and a sense of good will. Any time there is a change to the team’s membership, there are emotions at play - hopes and fears about what this new person will bring. In this episode, I walk through the approach I use with teams to help a new colleague–whether a team member or team leader–and the existing team quickly integrate and orient to one another. The full episode guide includes sample agendas, ice breaker and story-telling activities, and leadership assimilation questions to help your team integrate a new colleague. Get it when you join the Modern Manager community or purchase the full guide atwww.mamieks.com/store.   Get the free mini-guide at www.mamieks.com/miniguides. Subscribe to my newsletter to get episodes, articles and free mini-guides delivered to your inbox.  Read the related blog article: Building Cohesion When Team Composition Changes Key Takeaways: Anytime a new person joins a team, the team experiences a moment of change which comes with fears and hopes. According to Bruce Tuckman, teams go through stages of evolution: (1) Forming, (2) Storming, (3) Norming, (4) Performing, (5) Mourning -- it’s cyclical. To integrate a new team leader, hold a Leadership Assimilation meeting in which the the leader and the team answer questions and discuss the responses with the goal of getting clarity and alignment on a variety of topics of importance. This sets a solid foundation for additional conversations. The Leadership Assimilation questions focus on what’s important to the team and what’s important to the leader such as: What makes this team unique or special? What’s working well that this team doesn’t want to change? What are the new leader’s hot buttons? When a new team member joins, the goal is to establish bonds amongst the team members and help the new person understand the team’s culture. In this meeting, the team can engage in a fun and educational ice breaker such as Two Truths and a Lie, and tell it’s team story: Who are we as a team? What are we proud of? What’s important to us? By intentionally addressing these types of questions, a team can move more quickly from feelings of uncertainty to a position of confidence. Additional Resources: The Productivityist Podcast - episode 167: Meetings and Momentum with Mamie Kanfer Stewart The Productivityist Podcast - episode 227: Why You Need Atomic Habits with James Clear Forming-Storming-Norming-Performing-Mourning model mamie@mamieks.com

It’s hard to get into a collaboration groove when a team’s composition is in flux. Establishing solid relationships is critical to generating trust and a sense of good will. Any time there is a change to the team’s membership, there are emotions at play - hopes and fears about what this new person will bring. In this episode, I walk through the approach I use with teams to help a new colleague–whether a team member or team leader–and the existing team quickly integrate and orient to one another. The full episode guide includes sample agendas, ice breaker and story-telling activities, and leadership assimilation questions to help your team integrate a new colleague. Get it when you join the Modern Manager community or purchase the full guide atwww.mamieks.com/store.   Get the free mini-guide at www.mamieks.com/miniguides. Subscribe to my newsletter to get episodes, articles and free mini-guides delivered to your inbox.  Read the related blog article: Building Cohesion When Team Composition Changes Key Takeaways: Anytime a new person joins a team, the team experiences a moment of change which comes with fears and hopes. According to Bruce Tuckman, teams go through stages of evolution: (1) Forming, (2) Storming, (3) Norming, (4) Performing, (5) Mourning -- it’s cyclical. To integrate a new team leader, hold a Leadership Assimilation meeting in which the the leader and the team answer questions and discuss the responses with the goal of getting clarity and alignment on a variety of topics of importance. This sets a solid foundation for additional conversations. The Leadership Assimilation questions focus on what’s important to the team and what’s important to the leader such as: What makes this team unique or special? What’s working well that this team doesn’t want to change? What are the new leader’s hot buttons? When a new team member joins, the goal is to establish bonds amongst the team members and help the new person understand the team’s culture. In this meeting, the team can engage in a fun and educational ice breaker such as Two Truths and a Lie, and tell it’s team story: Who are we as a team? What are we proud of? What’s important to us? By intentionally addressing these types of questions, a team can move more quickly from feelings of uncertainty to a position of confidence. Additional Resources: The Productivityist Podcast - episode 167: Meetings and Mom

The forming–storming–norming–performing model of group development was first proposed by Bruce Tuckman in 1965, who said that these phases are all necessary and inevitable in order for the team to grow, face up to challenges, tackle problems, find solutions, plan work, and deliver results. It is an effective guide for leaders wishing to develop a team, improve team performance or understand their role in team achievements. By providing experiences that allow the team members to move through the stages of development a leader can be assured they will produce a unified team. The underlying themes of trust and respect permeate this model and all models of team building. Without these two foundational pieces a group will not become a highly effective team. Building trust is a leaders primary objective when developing high performing teams. In a recent Harvard Business Review article, The Neuroscience of Trust, scientist, author and speaker, Paul J Zak found that people employed at high trust companies reported 74% less stress, 106% more energy at work, 50% higher productivity, 13% fewer sick days, 76% more engagement, 29% more satisfaction with their lives and 40% less burnout. Leaders can develop trust by respectfully being interested in their teams long term goals, prioritising face to face communications and providing direct and regular feedback. Learn more in episode 10 of Leadership on the run.

https://youtu.be/fPWTao3VPQU Nel 1965, uno psicologo di nome Bruce Tuckman disse che i team attraversavano 5 fasi di sviluppo: Forming, Storming, Norming, Performing e Adjourning. Le fasi iniziano dal momento in cui un gruppo si incontra per la prima volta fino alla fine del progetto. Ogni fase svolge un ruolo vitale nella costruzione di una squadra…

What is a Team? A group of people brought together does not necessarily constitute a team. They only become a team when they have a shared purpose, are aligned, support each other, and work for each other. In this episode we look at how teams are developed, referring to Bruce Tuckman model of team development, and team discussion questions by Lance Witt in his book titled, High Impact Teams: Where Healthy Meets High Performance. --- Send in a voice message: https://anchor.fm/sam-tsima/message

Over 50 years ago Bruce Tuckman described four stages of team development - forming, storming, norming and performing. This week we explore whether these stages still apply, and the implications for leading in an increasingly complex world.   TRANSCRIPT Welcome to episode fifteen of the Leadership Today podcast. Each week we provide practical advice to address some of today’s biggest leadership challenges. Now if you ask a leader to describe the stages of development a team goes through, they will most likely say the now famous words - forming, storming, norming, performing. It was over 50 years ago that Bruce Tuckman originally described these four stages in small group formation. He later worked with Mary Jensen to add a fifth stage - adjourning (which unfortunately doesn’t rhyme quite so well with the other four stages when forced through an Australian accent - and a big shout out to our many international listeners who have spent the last 14 episodes trying to work out what accent I have - there’s your answer). But does this model still apply today? And what’s the relevance for the way we lead? First, let’s do a quick overview and reminder of the five stages: Forming - a team first comes together, they orient themselves to the task, establish relationships, test boundaries around ground rules and behaviours - at this point people are usually positive, polite if not a little unsure. Storming - a lack of clarity around roles and ways of operating means this stage is marked by interpersonal conflict, lack of unity, polarised views - at this point people often actively or passively resist forming into a team - in fact the team may even fall apart at this point. Norming - achieve greater cohesion as roles, norms and ways of operating are established - people seek to maintain the group and find effective ways to work together. Performing - Tuckman saw the group at this point as having effectively “solved” interpersonal problems and become a “problem-solving instrument” - roles are flexible and functional, structure is clear and fixed, with shared commitment and effort towards the task. Adjourning - winding up the team - may be some sadness as people need to let go of the role they’ve had and go their separate ways.   So where did these stages come from? Tuckman’s work was based on a literature review process rather than direct research. He wanted to bring together various ways of thinking about how teams develop and become productive. The studies he looked at were based on therapy groups, training groups, and laboratory experiments. Through this process, he was able to identify common themes - thus the initial four stages. It is a theoretical model that has proved helpful in practice, and has mostly held up under research scrutiny. The framework has been widely applied and proved to be highly effective in encouraging further exploration of team performance. However, there has been some more recent disagreement around the storming stage and where it fits, or even if it is a distinct stage at all. Even Tuckman’s original paper highlighted mixed evidence around the storming stage, with some researchers combining elements of storming with both the forming and norming stages. Not surprisingly, a common question from leaders is “Can’t we just skip the storming stage altogether?” The answer is maybe in the short term, but not forever. In fact some researchers have conceptualised storming as the management of conflict and difference that occurs across the life of the team, and I think that’s a more helpful way to think about it. Whether storming is a discrete stage or something that rears its head occasionally, the storm is never far away. And the storm is not necessarily generated within the team. There’s greater awareness now that any team is constantly being barraged with opportunities and threats as part of a larger complex system. No team works in isolation - it’s constantly being tilted, nudged, and pushed off balance. I served as part of a very effective leadership team in a professional services firm as we sailed directly into the 2008 Global Financial Crisis. Each of us had weathered recessions and downturns before - we had each seen the market move up and down - but the speed and scale of the GFC impact was still difficult. The GFC was a complex environment in which to operate, where we couldn’t fully shield the team and business. The ways of working we established became strained, and we needed to work hard at revising our norms and maintaining our relationships. We were able to do that successfully by changing the way we worked in terms of task, people and process. If we had just focused on our team and ignored the environment around us, we would have failed. It’s a good example of how we had to step back into that storming stage to then create some norms and agreed ways of operating to help us to move forward. So here are some practical ideas for you as a leader: Don’t just focus on the task - make sure as a team leader you place equal attention on the people and the process. A very powerful question to start with and return to is ‘How can we best work together?’ Negotiate through difference - conflict, if well managed, is your friend. But conflict management needs willing and skilled individuals, along with effective team processes. Be attuned to your surroundings - keep a weathered eye on the horizon for opportunities and threats. Build a network outside the team that can help feed in information, advice and support. Influence beyond the team - shape the world around you. Be proactive, not just reactive within the broader system in which you operate.   I hope these ideas help you to improve the effectiveness of the teams you lead and are a part of. Next week I’ll be expanding on this idea of operating in uncertainty, drawing on lessons from the operating theatre. See you then.   References Tuckman, B. Developmental Sequence in Small Groups. Psychological Bulletin 1965, Vol. 63, No. 6, 384-399 Tuckman, B. and Jensen, M. (1977). Stages of Small-Group Development Revisited. Group & Organization Management, 2(4), pp.419-427. Denise A. Bonebright 40 years of storming: a historical review of Tuckman’s model of small group development. Human Resource Development International Vol. 13, No. 1, February 2010, 111–120

This week on CFTC Talks, we speak with CFTC Chairman Chris Giancarlo and CFTC Chief Economist Bruce Tuckman.  We review their white paper, “Swaps Regulation Version 2.0.”  At the ISDA annual meeting, the Chairman states, "This white paper is economy-focused.  And our role at the CFTC is to bring a market-focused approach. Our focus is what's in the best interest of the markets. Our mission is market integrity and market health."

This week on CFTC Talks, we dive into research on the $544 trillion interest rate swaps market. Is it really this big or is there a better metric for size and risk?  How to construct a new index and what will it tell us?  Can you extend the framework to other markets like FX and credit?

030 – Levels of Qualification – Tuckman's Team Development Model – Self-Actualisation versus the Actualising Tendency In episode 30 of the Counselling Tutor Podcast, Rory Lees-Oakes and Ken Kelly explain the levels of counselling qualification in the UK. ‘Theory with Rory' takes a look at Dr Bruce Tuckman's team development model. Last, the presenters examine […] The post 030 – Levels of Qualification – Tuckman's Team Development Model – Self-Actualisation versus the Actualising Tendency appeared first on Counselling Tutor.

030 – Levels of Qualification – Tuckman’s Team Development Model – Self-Actualisation versus the Actualising Tendency In episode 30 of the Counselling Tutor Podcast, Rory Lees-Oakes and Ken Kelly explain the levels of counselling qualification in the UK. ‘Theory with Rory’ takes a look at Dr Bruce Tuckman’s team development model. Last, the presenters examine… The post 030 – Levels of Qualification – Tuckman’s Team Development Model – Self-Actualisation versus the Actualising Tendency appeared first on Counselling Tutor.

Susan Gerke: GO Team Resources This model originates with Bruce Tuckman in the 1960’s Forming Storming Norming Performing Susan and I discuss the issues at each stage above and the actions that both team members and leaders can take in order to maximize team performance. There are several options when conflict emerges: Reform the team Do good Feel good Deal with the conflict There are also several ways that change itself can happen to a team: Leadership changes Membership changes Changes to the purpose and goals of the team Resources The I in Team* by Susan Gerke Go Team by Susan Gerke and David Hutchens What’s one action you will take to be more proactive with your team’s development? Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Susan Gerke: GO Team Resources This model originates with Bruce Tuckman in the 1960’s Forming Storming Norming Performing Susan and I discuss the issues at each stage above and the actions that both team members and leaders can take in order to maximize team performance. There are several options when conflict emerges: Reform the team Do good Feel good Deal with the conflict There are also several ways that change itself can happen to a team: Leadership changes Membership changes Changes to the purpose and goals of the team Resources The I in Team* by Susan Gerke Go Team by Susan Gerke and David Hutchens What’s one action you will take to be more proactive with your team’s development? Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.