Belman's Theory: The Five Stages Of Team Development

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Register to read the introduction… The first four stages of team growth were first developed by Bruce Wayne Tuckman and published in 1965. His theory, called "Tuckman's Stages" was based on research he conducted on team dynamics. He believed (as is a common belief today) that these stages are inevitable in order for a team to grow to the point where they are functioning effectively together and delivering high quality results. In 1977, Tuckman, jointly with Mary Ann Jensen, added a fifth stage to the 4 stages: "Adjourning." The adjourning stage is when the team is completing the current project. For a high performing team, the end of a project brings on feelings of sadness as the team members have effectively become as one and now are going their separate ways.The five stages:Stage 1: FormingStage 2: StormingStage 3: NormingStage 4: PerformingStage 5: AdjourningStage 1: FormingThe "forming" stage takes place when the team first meets each …show more content…
If the conflict remains unsettled, a mediator can be brought in to help resolve the situation. If resolution is still not achieved the dispute should be openly discussed in a team meeting. A formal discipline process needs to occur, if resolution is not achieved after being addressed at the team level. The escalating process of Team Resolution is as follows:1. Collaboration (One-on-one): Handle the new problem person-to-person. Use as many facts as possible and relate the issue to customer, team, or organisational needs. Be open and honest and conduct the session in a private setting. Document the concerns or issues, the dates, and the resolution, if any, and have both parties sign it.2. Mediation (One-on-one with Mediator): If collaboration did not work or was inappropriate, handle the problem with a mediator. The mediator must be trained in conflict resolution, understand policy and ethics, be trusted by the team, and have the ability to remain neutral. Gather facts and talk over the issue with the people involved. Bring up as many facts as possible and relate the issue to the individual, team, or organisational needs. Be open and honest and conduct

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