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Tuckman Stages of Team Development[团队发展阶段]

什么是团队发展阶段？释义

Bruce Tuckman的团队发展阶段（Stages of Team Development）模型可以被用来辨识团队构建与发展的关键性因素，

并对团队的历史发展给以解释。团队发展的五个阶段是：组建期（Forming）、激荡期（Storming）、规范期（Norming）、执行期（Performing）和休整期（Adjourning）。（休整期是在1977年后加入的。）根据Tuckman，所有五个阶段都是必须的、不可逾越的，团队在成长、迎接挑战、处理问题、发现方案、规划、处置结果等一系列经历过程中必然要经过上述五个阶段。

团队发展阶段的起源。历史

1965年，Bruce Tuckman （1938 -）发表了一篇短文，题为《小型团队的发展序列》（Developmental Sequence in Small Groups）。 1977年，他在1965年提出的四阶段中加入第五阶段：休整期。该模型对后来的组织发展理论产生了深远的影响，部分原因也许是它的分期比较押韵吧。

团队发展阶段的运用。应用

组建、发展团队。
分析团队行为。

团队发展阶段。流程

组建期。项目小组启蒙阶段。
- 项目团队酝酿，形成测试。测试的目的是为了辨识团队的人际边界以及任务边界。通过测试，建立起团队成员的相互关系、团队成员与团队领导之间的关系，以及各项团队标准等。
- 团队成员行为具有相当大的独立性。尽管他们有可能被促动，但普遍而言，这一时期他们缺乏团队目的、活动的相关信息。部分团队成员还有可能表现出不稳定、忧虑的特征。
- 团队领导在带领团队的过程中，要确保团队成员之间建立起一种互信的工作关系。指挥或“告知”式领导。与团队成员分享团队发展阶段的概念，达成共识。
激荡期。形成各种观念，激烈竞争、碰撞的局面。
- 项目团队获取团队发展的信心，但是存在人际冲突、分化的问题。
- 团队成员面对其他成员的观点、见解，更想要展现个人性格特征。对于团队目标、期望、角色以及责任的不满和挫折感被表露出来。
- 项目领导指引项目团队度过激荡转型期。教练式领导。强调团队成员的差异，相互包容。
规范期。规则，价值，行为，方法，工具均已建立。
- 项目团队效能提高，团队开始形成自己的身份识别。
- 团队成员调适自己的行为，以使得团队发展更加自然、流畅。有意识地解决问题，实现组织和谐。动机水平增加。
- 团队领导允许团队有更大的自治性。参与式领导。
执行期。人际结构成为执行任务活动的工具，团队角色更为灵活和功能化，团队能量积聚于一体。
- 项目团队运作如一个整体。工作顺利、高效完成，没有任何冲突，不需要外部监督。
- 团队成员对于任务层面的工作职责有清晰的理解。没有监督，自治，即便在没有监督的情况下自己也能做出决策。随处可见“我能做”的积极工作态度。互助协作。
- 项目领导让团队自己执行必要的决策。委任式领导。
休整期。任务完成，团队解散。
- 项目团队。有些学者将第五阶段描述为“哀痛期”，反映了团队成员的一种失落感。
- 团队成员动机水平下降，关于团队未来的不确定性开始回升。
- 项目领导：为了形成新的发展阶段，有必要介绍关于新项目的好点子。分离式领导。

团队发展阶段的优势。优点

为团队发展提供阶段指导。

团队发展阶段的局限。缺点

该模型是用来描述小型团队的。
实际上，团队发展轨迹不一定象Tuckman的描述是线形的，而有可能是循环式的。
该模型描述的阶段特征并不可靠，因为它主要考量的是人的行为，而当团队从一个阶段跨向另一个阶段的时候，团队成员的行为特征变化并不明显。它们也很有可能会发生交叠。
模型没有考虑到团队成员的个人角色特征。比较： Belbin Team Roles[贝尔宾团队角色]
在阶段发展跨越上没有给出时间框架指导。这是一个主客观相结合的模型。

团队发展阶段小组

小组 (28名成员)

团队发展阶段论坛

关于以下三个最新主题：团队发展阶段。

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团队发展阶段最佳实践

在这里你会找到最有价值的思路和切实可行的建议。

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	Team Management Problem: BOOT Model I face a very unique problem in my problem related to team management. It is like this: I am project manager of an e-gov (...)

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	Relationship between Team Development, Management Styles and Leadership Styles What is the relationship between team development, management styles and leadership styles? (...)

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	Myths of Teams Here is one of my favorite topics for discussion. Since my first real job in 1969 I have worked in various types of tea (...)

	How to Develop an Existing, Inherited Team (Watkins) Leading a team inherited from a predecessor is quite different from building one from scratch. Obviously, most newly app (...)

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Stages of Team Development专家提示（英语）

在这里，您将找到专家的专业建议。

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	Do you really need a Team? Before Norming (...)

	The Role of Team Familiarity in Project Team Effectiveness Team Formation, Team Building, Project Management (...)

	Know Thyself Project Managers (...)

	Patience Pays Off Project Management (...)