Maintaining professional manner whilst I’m upholding the principles and values of my work place is very important. As part of my job role, I need to set tasks and clear objectives for member of staff which should be specific, measurable, achievable and realistic (SMART) and there should be a timescales. Where it is necessary, I ensure that I involve member of staff in the decision and objective setting. I can do this through during supervisions, face to face meeting or team meetings. By listening and accepting co-workers ideas, suggestions and opinions this can ensure that my co-workers feel important and acknowledged in the work that they are doing. This will make it more likely that they take ownerships of the tasks and objectives, and feel more valued, appreciated and work more actively to achieve the desired outcomes. As part of my job role, it is vital that I support my colleagues and give them feedback and suggestions on how they can performance better and improve more. In addition to this, it is also important that I acknowledge different strengths and needs of the individual team members. It is also important that I recognise my own limitations and to share any concerns that I have with colleagues as part of my job role. At work, to site an example, I conduct our weekly team meetings this provides an opportunity to share relevant information, make decisions as a team and provide support and help for team members who are struggling. I find it as a useful communication tool to ensure that my fellow colleagues are kept informed about progress and objectives, and working within our company core values. It is also my responsibility updating care plans and risk assessments in the work place, and it is therefore essential that I keep up to date with my knowledge in order to pass on accurate and relevant information to my colleagues. In order to help me develop on the strength and develop the full potential of my fellow colleagues and work as a team, I follow Bruce Tuckman’s forming, storming, norming and performing tool to develop as an effective team.
Theories
The Forming-Storming-Norming-Performing model of group development was first proposed by Bruce Tuckman in 1965, who maintained that these phases are all necessary and inevitable in order for the team to grow, to face up to challenges, to tackle problems, to find solutions, to plan work and to deliver results. This model has become the basis for subsequent models. (MindTools, 2014)
Forming
In the first stages of team building, the forming of the team takes place. The individual’s behaviour is driven by a desire to be accepted by others and avoid controversy or conflict. Serious issues and feelings are avoided, and people focus on being busy with routines, such as team organisation, who does what, when to meet etc. But individuals are also gathering information and impressions – about each other, and about the scope of the task and how to approach it. This is a comfortable stage to be in, but the avoidance of conflict and threat means that not much actually gets done. The forming stage of any team is important, because in this stage, the members of the team get to know one another, exchange some personal information and make new friends. This is also a good opportunity to see how each member of the team works as an individual and how they respond to pressure (MindTools, 2014).
Storming
Every group will enter the next storming stage, in which different ideas compete for consideration. The team addresses issues such as what problems they are really supposed to solve, how they will function independently and together and what leadership model they will accept. Team members open up to each other and confront each other’s ideas and perspectives. In some cases storming can be resolved quickly, in others the team never leaves this stage. The maturity of some team members usually determines whether the team will ever move out of this stage. Some team members will focus on anything other than the real issues (MindTools, 2014).
Norming
The team manages to have one goal and come to a mutual plan for the team at this stage. Some may have to give up their ideas and agree with others in order to make the team function. In this stage, all team members take responsibility and have the ambition to work for the success of the team’s goals (MindTools, 2014).
Performing
It is possible for some teams to reach the forming stage. These high performing teams are able to function as a unit as they find ways to get the job done smoothly and effectively without inappropriate conflict or the need for external supervision. By this time they are motivated and knowledgeable. The team members are now competent, autonomous and able to handle the decision making process without supervision.
In 1975, ten years later, Tuckman added the 5th stage which is the Adjourning. This is the process or stage of unforming the group meaning, letting go of the group structure and moving forward (MindTools, 2014).