Introduction
To discuss the stages of Tuckman’s theory for group development and maturity we need to understand the concept of grouping. A group consists of two or more people which comes together to achieve a certain objective. Grouping is required because there are certain tasks which can be achieved only by working together. Grouping can be done based on project, function, skills, etc. but the criteria for selecting the group shall be the same background, objectives, interests, and compatible personalities (Naoum, 2011).
Group Development
Bruce Tuckman in 1977 identified four stages for the development and maturity of the group and at a later period added one more stage. The cohesiveness among the groups depends on the stages from which it passes through before performing the real task (Mullins, 2013). Below are the five stages of group maturity.
Forming
During the forming stage, the members of the group are starting to develop acceptance for each other. By bringing people together, it does not ensure that all the group members will work together and efficiently (Baiden and Price, 2011). Therefore, in the first stage members are trying to establish the goals, hierarchal structure, tasks, roles, responsibilities, and leader (Naoum, 2011). Each member tries to create an impression to develop a particular character within the group (Mullins, 2013). The example of group forming in a construction project can be seen easily as the groups are formed based on the project. When a new project is started within a firm a group of architects, structure, and MEP engineers is decided and they start to interact with each other to decide the roles and stages of the project.
Storming
Once the members start to know each other they start to put their points of view honestly (Mullins, 2013). Decisions don’t come easily in the groups, members will start to have conflict among each other over the roles and tasks. During all this, the teams need to be focused on the task/goal or otherwise, they will be distracted easily. The example of storming in a construction project can be seen when the architect, MEP, and structure engineer discuss the methodology for developing the project. They are hostile to each other since they belong to different fields, ages, and experiences.
Norming
Once the situation starts to come under control the conflicts among members will start to be normal. Roles and responsibilities will be clearer and understood (Mullins, 2013). The major decisions of the group will be taken mutually. A general respect for the leader is developed and the member starts to agree, plan, develop, and fulfill the purpose of the group (Mullins, 2013). The example of norming in construction projects can be seen when the architect, MEP, and structure engineer start to come to the same point, the methodology is discussed and agreed upon.
Performing
In this stage, the group member will start to perform the tasks that will enable them to achieve their goals (Naoum, 2011). Disagreement occurs among the members but now are resolved with more integrity. Members start to look out for each other, and the leader starts to delegate the responsibilities efficiently. An example of performing in a construction project can be seen when the architect, MEP, and structure engineer start to prepare the design of the project.
Adjourning
In this stage, the goal has been achieved and the group is starting to disperse. Adjourning of groups depends on the nature of the group. Some groups never end but in the case of construction groups, they are temporary and are based on the projects.
Conclusion
Grouping is important to achieve tasks that are complicated in nature. In construction projects especially the tasks are huge and complicated the formation of a group is a must. The group at a certain point reaches a point when there is cohesiveness among the members. This enables the group to achieve the tasks that were impossible to achieve alone or individually.
References
- Baiden, B. K. and Price, A. D. F. (2011) 'The effect of integration on project delivery team effectiveness', International Journal of project management, 29(2), pp. 129-136.
- Mullins, L. J. (2013) Management & organizational behavior / Laurie J. Mullins with Gill Christy. Management and organizational behavior 10th ed. edn. Harlow: Harlow: Pearson Education Limited.
- Naoum, S. G. (2011) People and organizational management in construction / Shamil Naoum. 2nd ed. edn. London: London: ICE Pub.
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Essay on Maturity Definition.
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