W1.1_A.ALAbri_Tuckman Assignment

1)      Problem Definition

Group of people came from different organizations gathered for 5 days face to face session and formed a project team under a name of “TakatutufPmi2014” . You can’t expect a new team to perform well when it first comes together. Team formation takes time,    and teams often go through recognizable stages as they change from being collections of strangers to becoming united groups with common goals. The leader plays the vital role to lead this team for a transition from personal goal to team’s goal.

2)      Identify the Feasible Alternative.

Perhaps the best-known scheme for a group development was advanced by DR Bruce Tuckman in 1965. Initially, Tuckman identified four stages of group development, which included the stages of forming, storming, norming and performing. A fifth stage was later added by Tuckman about ten years later, which is called adjourning. It is believed that these stages are universal to all teams despite the group’s members, purpose, goal, culture, location, demographics and so on.


  • Team members are positive, silent and polite.
  • Haven’t fully understood what work the team will do.
  • Team members are introduced.
  • Little or no interaction between members.
  • Inability to focus discussions on relevant tasks.
  • Frequent complaining about the organization


  • Team members start to push against the boundaries established in the forming stage.
  • A conflict and Argument between team members’ natural working styles.
  • Team members may challenge the authority, or jockey for position as their roles are clarified and complaints about the management and the viability of project.
  • Team members question the worth of the team’s goal, and they may resist taking on tasks.
  • Team members who stick with the task at hand may experience stress.
  • The team transitions from “as is” to “to be”.


  • Team members start to resolve the differences, appreciates their colleagues’ strength and respect your authority as a leader
  • Team members know one-another better, they may socialize together, and they are able to ask each other for help and provide constructive feedback. Develop a stronger commitment to the team goal.
  • The team reaches consensus on the “to be “process.
  •  Formal one to one meeting, informal time together, team building exercises.
  • The group becomes a cohesive unit.
  • The group remains focused on the group’s purpose and goal. Members are flexible.


  • The team reaches the performing stage when hard work leads, without friction, to the achievement of the team’s goal. The structures and processes that you have set up support this well.
  • The team has settled its relationships and expectations.
  • Everyone is participating and collaborating in an effective unit and independently working through interpersonal problems and challenges.
  • Group members are unified, loyal and supportive.
  • It is marked by high productivity.
  • Team functions as a unit as they find ways to get the job done smoothly and effectively without inappropriate conflict or the need for external supervision.


The above of Tuckman’s Model illustrates the process to form the team start from forming and passing by storming, norming and ending with performing. This model will be adapted to analysis and map“TakatutufPmi2014”

3)   Development of the Outcome for Alternative

A survey has been done to identify to identify to identify where stage the position of TakatutufPmi2014”in the Tuckman’s model. All members answered 32 questions developed by Donald Clark. 23 responses out of 25 responses were collected and tabled as shown in the Table-1.

Name Forming storming Norming performing
Ahmed AL-Abri 33 28 30 27
Asma 16 9 19 22
Mohammed Al Mujaini 20 20 25 28
Musallam Al-Awaid 27 28 24 24
Hani Al Zadjali 25 25 29 27
Hassan Albarrami 18 12 20 22
Mahfoodha Al-Shaibani 24 20 26 32
Said Al amri 8 8 10 22
Ahmed Al Azizi 23 21 25 29
Haitham Al Raisi 32 29  30 35
Said Algheilani 13 12 20 25
Murtadha Hameed 23 24 22 27
Majid AL Yaqoubi 23 18 25 27
Hameed alamri 12 14 11 31
Saaed Al-Shehhi 17 12 20 26
Tariq Al Nabhani 21 27 20 23
Khalid Al-Shukaili 12 12 19 29
Khalid Al Maamari 14 10 20 23
Al Moataz Al Hasani 32 27 29 35
Majid Al Rawahi 24 25 23 27
Azzan Al Jardani 22 24 20 28
Suleiman Al Jabri 25 27 26 33
Ali Hubais 24 18 20 22

Table-1 Donald Clark’s Survey Result

As a consequence from the above table, each member has different point of view towards the team and this is a result of human nature, came from different organization, working in different field and having different degrees and experience. In addition to that, just 5-days face-to-face program is not suffice for each team member to get to know each other very well. Therefore, Delphi technique with P70 is decided to be used.

4)      Selection of Criteria.

Calculation’s results of Delphi technique with P70 for above data are shown in the following table

Lowest Most Likely Highest Mean Standard Deviation P70
Forming 8 24 33 22.8 4.2 25.0
storming 8 27 29 24.2 3.5 26.0
Norming 10 20 30 20.0 3.3 21.8
performing 22 27 35 25.8 0.5 28.6

  Table – 2 The “TakatutufPmi2014” position currently is in Performing Stage.

5)  Analysis and Comparison of the Alternative.

It is very obvious from table -2, that there is no big change between the two phases of forming and storming and that indicates a lot of works need to be done prior norming phase from the team members and the leaders to resolve all issues. In other words norming phase will be the worse phase as the number indicates it will lead to backwards in the performing of the team members in this phase. But the number of performing gives good indication that the all the members of the team are working hard to achieve the required goals. However the team should go to the Storming phase with additional care and strong desire to achieve the team’s goal.

6)  Selection of the Preferred Alternative.

The storming stage is necessary to the growth of the team. It can be contentious, unpleasant and even painful to members of the team who are averse to conflict. Tolerance of each team member and their differences should be emphasized. 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.

The Leader of the team 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 therefore 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. This stage can also be upsetting.

7) Performance Monitoring and the Post Evaluation of Result.

It is possible for the teams to reach the performing stage. These high-performing teams can function as a unit as they find ways to get the job done smoothly and effectively without inappropriate conflict or the need for external supervision. 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.

The leader of the team during this phase is 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.

8)  References


2 thoughts on “W1.1_A.ALAbri_Tuckman Assignment

  1. Sorry Ahmed but those references still are not in appropriate APA formatting…..

    My best and most sincere advice is to LOOK At WHAT YOUR COLLEAGUES ARE DOING. Why waste your valuable time making foolish mistakes when all you have to do is look at what some of your colleagues have done who got 4 or 5 stars?

    This should take you no more than 10 minutes to fix and you can claim 5 stars, but BEFORE you do anything else, take 5 of those 10 minutes to capture LESSONS LEARNED from your colleagues.

    Does this make sense to you?

    Dr. PDG, Boston

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