W5_Murtadha_Second Tuckman Assessment


  1. Problem Definition

During the course of this program a lot has changed since the the first 5 day face to face phase. Team has been underachieving and is not as gelled as initially anticipated. A second Tuckman assessment is being done to redefine the leadership style suitable for us if required. The same questionnaire was used by the team to answer the same 32 questions and to help rank what stage we think the team is currently on.

Forming Storming Norming Performing
Min 14 11 8 11
Mean 17.5 16 14 15
Max 21 21 20 19
S.D. 1.2 1.7 2 1.3
P(90) (z=1.29) 19 18 17 17

 

Table 1.

  1. Development of the feasible alternatives

In accordance to Hersey and Blanchard’s Situational Leadership model there are four types of leaders:

  • Telling(Forming) – is characterized by one-way communication in which the leader defines the roles of the individual or group and provides the what, how, why, when and where to do the task;
  • Selling (Storming)– while the leader is still providing the direction, he or she is now using two-way communication and providing the socio-emotional support that will allow the individual or group being influenced to buy into the process;
  • Participating (Norming)– this is how shared decision-making about aspects of how the task is accomplished and the leader is providing less task behaviours while maintaining high relationship behavior;
  • Delegating (Performing)– the leader is still involved in decisions; however, the process and responsibility has been passed to the individual or group. The leader stays involved to monitor progress.
  1. Possible solution / alternative

The group can be either in one of the four phases; Forming phase, Storming Phase, Norming Phase or Performing Phase.

  1. Selection of Criteria

It is clear from the analysis results seen in section 1) that the team is back in the forming stage which is characterized by one-way communication in which the leader defines the roles of the individual or group and provides the what, how, why, when and where to do the task

  1. Analysis and Comparison of the Alternative

By analyzing the results obtained in table 1, we can see the the result for the P90 show a clear indication that the team has changed back to the forming stage. This is clear as our Program manager has gone MIA and there is no clear commitment by most of the team members thus there is no clear direction on what needs to be done and when it needs to be done.

  1. Selection of the Preferred Alternative.

The results give a a clear indication that a Telling style leadership is what is required for the Takatuf PMI 2014 Team.

  1. Performance Monitoring and the Post Evaluation of Result.

It can be concluded that the group has lost its vision on what needs to be done and when things need to be done. Also, working as a team all members have to be on the same page, this is not the case for Takatuf PMI 2014 Team.

 

References

  1. Related materials. (n.d.). situational leadership analysis. Retrieved August 4, 2014, fromhttp://www.businessballs.com/slanalysis.htm
  2. org. (2012). Survey: what stage is Your Team In?. Retrieved August 4, 2014, fromhttp://www.cscaweb.org/EMS/sector_team/support_files/tools_for_the_team/tool_stage.pdf
  3. Forming, Storming, Norming, and Performing: Understanding the Stages of Team Formation. (n.d.). Forming, Storming, Norming, and Performing. Retrieved August 4, 2014, fromhttp://www.mindtools.com/pages/article/newLDR_86.htm
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One thought on “W5_Murtadha_Second Tuckman Assessment

  1. Actually Murtadha, I am not convinced that the team ever got OUT of the “forming” stage even……… Aside from a little bit of conflict towards the end, I really didn’t even see much evidence that the team ever got into the storming stage……?????

    What would be interesting to explore would be to do a “root cause” analysis (as part of your “Lesson Learned” posting?) that analyzes what went wrong and how we can prevent this kind of “disaster” from happening in the future?

    Pay special attention to how people are rushing around at the last minute once it finally sunk in that they were being graded on their performance on the PROJECTS and not on whether they passed their PMP exam or not……. VERY intriguing case study right here in your own team….

    BR,
    Dr. PDG, Jakarta

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