Bruce Tuckman: Model of Group Development

Group development model Bruce · TaqMan claims that team development has four stages, namely formation, efforts, regulation and achievement. These phases are indispensable and inevitable in order for the team to mature, overcome challenges, find solutions, plan work, and produce effective results. (University of Washington, 2013) Formation TaqMan claims that during the formation phase individuals are forced to approve and avoid conflicts and conflicts. They discover each other's information, the scope of the project, and the way they use them.

In this series, I will explain the three-year journey starting from the above rainy night. This is a coincident example of the development model of the Bruce Tuckman team, and this platoon was formed and had many goals set in the past, but rarely left the long line. On the first night, I went to bed in a puddle. This is not the first time for me, unfortunately it is not my last time. But with regard to the most important part of the first little sleep, to think about which strategy you are trying to execute, what kind of problem is first attacked, and how to unite this high-quality marine corps Given enough time and team

Based on his work on the theory of group dynamics, Brustalman has developed a group development model that the team claims to go through the following four stages to grow, process, solve and solve problems, and execute in the best way We proposed. Formation - Attack - Normalization - Performance. After the maturity of the team reaches the final stage, there is a possibility that the surrounding environment may bring new challenges, and it is necessary to change the structure. The team development cycle is closed in the final phase called Adjourning and a new cycle is started to build a new team that can deal with these changes.

Teams can have a lifecycle so that there is a lifecycle in software development. The group psychology model of Brustalkman is very interesting - he divides the study into sets of states: formation, attacks, norms and performance. You do not have to classify the team into one of these conditions, but this model can provide a framework to decide what actions to take to support team growth. When we lock the final direction, this is an amazing moment. A few months after prototyping other ideas, the team had confidence in the creative process and eventually adopted the product approach that seemed correct. As one team member stated, it is difficult for a group of smart people to stop working on what they believe together. All stakeholders need to believe, as it will help strengthen morale and continue to concentrate and eventually improve productivity. As the team connects to the product, things can actually begin to settle and move on to execution