Tuckman Stages of Team Development for On-Line Learning - Social Psychology Laboratory

1. U sing C ollaborative O n-line T eaching E ffectively Tom Treadwell Ed.D., West Chester University Donna Ashcraft Ph.D., Clarion University http://coral. wcupa . edu CORAL

3. Tuckman Model Performing Norming Storming Forming Team Phases The team shares a commitment to their goals. A tangible understanding for the team is clear. Agreement from most team members. Commitment is forming. The team is moving toward unity. Goals challenged as team members question parameters. There is increased clarity, yet some misconceptions linger. Members discover relevant parameters of the goals. There is little team agreement or commitment to team mission Purpose & Goal clarity Leader(s) facilitate team collaborative process, but tasks and objectives become shared leadership. Leader sees the advantage of shared (collaborative)leadership and allows other member to take the lead. Team leader begins to see that leadership is distributed. Leader acts primarily as a facilitator providing encouragement& helping team to build a collaborative consensus. A team Leader emerges, helps team by focusing on goals & expectations. Manages process and conflict, generates ideas, & makes decisions. Direct & provide structure for the team, clarifies expectations about how to initiate team project & group process. (Select wtw data collector). Instructors / Project Guides Leadership

4. Tuckman Model Performing Norming Storming Forming Team members are willing to challenge team collaborative goals and adopt changes as needed. Roles are clarified & accepted. There is discussion about how team members perform tasks and work toward collaborative goals. Individuals are not clear about roles. They privately hold opinions, but are fearful to express them. Team members incubate frustration. Leads to conflict. Roles and responsibilities emerge slowly. Members jockey for roles and power. Roles & Responsibilities Team members make distributed leadership decisions that are agreed upon. Major decisions are made by team consensus. Distributed leadership emerges -decisions are made by consensus. Differences are negotiated & some decisions are delegated to individuals. Decisions are hard to make; deadlocks common; Process is usually dominated by power plays & fast and loud talkers. Compromise is the fall back tactic. Directed by the leader. The process is sometimes dominated by the most vocal members. Decision Making

5. Tuckman Model Performing Norming Storming Forming Discussions are open; disagreements do not lead to fear of rejection. Members feel highly supported. Leaders offer inter-personal support as well as guidance. General support for distributed leadership. Leadership is shared among the group. Team members challenge the leader. Factions and cliques emerge. Power struggles and polarization often occur I.e. we vs them. Team members take a wait and see approach. They watch from a distance and remain dependent on a fixed hierarchy of responsibility. Reaction to Leadership within team Members are autonomous; not dependent on designated leaders. Everyone shares responsibility for initiating and discusses team collaborative process. Members generate team norms and develop mutual respect. However, can be sidetracked by process discussions and waste time focusing on unimportant issues. Team work doesn't seem justified for the effort required. Cliques can form! Process is usually ignored; it is noticed but avoided. Members test the waters and look for guidance from the designated instructor. Attention to team process

7. Who to Whom Data Chart 2 nd Week Team Members Person Talk Project Guides / Profs Total Talk Team Talk

8. Who to Whom Data Chart 7 th Week Project Guides / Profs Team Members Person Talk Total Talk Team Talk

9. Who to Whom Data Chart 14 th Week Person Talk Team Members Project Guides / Profs Total Talk Team Talk

10. Communication-Collaborative Developmental Process Over 15 Weeks

11. Project Guide Assistance

13. Team Roles Maintenance Roles: These roles focus on how the group works together! Elaborator (Task Clarifier) Clarifies and expands others' ideas through examples, illustrations, explanations. Encourager (Coral Team supporter) Friendly, warm, responsive to others, praises others and their ideas, agrees with and accepts the contribution of others. Follower (Admirer – Devotee) Goes along with the group, somewhat passively accepts ideas of others, serves as audience during discussions. Team Roles

14. Team Roles Task-Oriented Roles: These are roles that address the group's task. Each has a characteristic strength and weakness! Distributed Leader/Manager/Electronic Energizer, Team catalyst Self-confident, commands respect, good speaker, thinks positively, good at guiding the team. ( Can be domineering ) Evaluator (coral analyst) Careful, makes good judgments, test ideas, evaluates proposals, helps team avoid mistakes . ( Can become isolated, aloof, pessimistic, over-critical ) Finisher (Task master/Summerizer) Painstaking, conscientious, follows through and works hard to finish things properly. Meets deadlines; pays attention to detail. ( Can be over-anxious and perfectionist) Team Roles

15. Team Roles Non-Functional Roles: These are roles that detract from the group's efforts; try to avoid performing any of them! Aggressor (On-line Antagonist) Insults, criticizes, and blames others, showing jealousy and ill-will. Makes jokes at others' expense; tries to deflate the ego or status of others. Blocker (Short circuits team efforts) Constantly objects to others' ideas and suggestions, insisting that nothing will work. Always complaining, never satisfied. Dominator (Controls on-line interaction) Tries to monopolize group interaction, using whatever tactics seem necessary,

18. Fall 2006 Knowledge Tests

19. Spring 2007 Knowledge Tests

20. Assessment of Knowledge Fall 2002-Spring 2007