What is The Tuckman Model - Tuckman Team Development Model?

The video explains the Tuckman model of team development, which includes the stages of forming, storming, norming, performing, and adjourning. Developed by Bruce Tuckman and refined with Mary Ann Jensen, the model is praised for its balance of simplicity and sophistication. The video also introduces a transforming stage, highlighting the model's flexibility in adapting to team changes.

Who developed the Tuckman model of team development?

• Bruce Tuckman

• Mary Ann Jensen

• John Kotter

• Peter Drucker

What is the primary focus during the forming stage of team development?

• Establishing norms

• Getting to know each other

• Celebrating team achievements

• Achieving high performance

During which stage do team members start to assert themselves and conflicts may arise?

• Forming

• Storming

• Performing

• Norming

What characterizes the norming stage of team development?

• High levels of conflict

• Establishing norms and collaboration

• Team dissolution

• Introduction of new team members

In the performing stage, what is the main focus of the team?

• Resolving conflicts

• Achieving shared goals

• Getting to know each other

• Celebrating past achievements

What is the adjourning stage also known as?

• Reforming stage

• Transforming stage

• Celebrating stage

• Mourning stage

What is the emotional impact of the adjourning stage on team members?

• Indifference and apathy

• Loss and bereavement

• Confusion and uncertainty

• Joy and excitement

What does the transforming stage remind us about team dynamics?

• Changes can disrupt team performance

• Team roles remain static

• Teams never experience conflicts

• Teams always perform consistently

How does the Tuckman model help managers?

• By ensuring constant high performance

• By eliminating team conflicts

• By offering a flexible model

• By providing a rigid framework

What is a key takeaway about the Tuckman model's stages?

• They only apply to small teams

• They are flexible and adaptable

• They are irrelevant to modern teams

• They are rigid and unchanging