![Tuckman Stages of Team Development[团队发展阶段]](images/picture_tuckman_team_stages.gif)
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
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
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。
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团队发展阶段 小组。
小组 (37名成员)
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团队发展阶段论坛。
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关于Stages of Team Development（英语）的高级见解。在这里，您将找到专家的专业建议。
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有关团队发展阶段的各种信息来源。在这里，您将找到Powerpoint，视频，新闻等可用于您自己的讲座和讲习班。
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比较： Team Management Profile[团队管理剖面] | Belbin Team Roles[贝尔宾团队角色] | PMBOK[项目管理知识体系] | IPMA Competence Baseline[ICB，国际项目管理专业资质标准] | PAEI[PAEI管理角色] | Action Learning[行动学习法] | Appreciative Inquiry[肯定式探询] | Leadership Continuum[领导连续体] | Situational Leadership[情境领导] | Johari Window[乔哈里资讯窗]
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