Team development is a critical aspect of organizational success. Teams that work effectively together can accomplish more than individuals working alone. There are various models of team development that organizations can use to improve their teams’ performance. In this article, we will explore some of the most popular models of team development and discuss how they can be used to enhance team performance.
The Tuckman Model
The Tuckman model is one of the most widely recognized team development models. It was developed by Bruce Tuckman in 1965, and it has been used extensively in organizations ever since. The model suggests that teams go through four stages of development: forming, storming, norming, and performing.
During the forming stage, team members get to know each other, establish expectations, and clarify roles and responsibilities. In the storming stage, conflicts arise as team members work towards their goals and may have differing opinions on how to achieve them. The norming stage is characterized by a sense of unity, where team members establish clear communication channels and develop a shared set of values and norms. Finally, in the performing stage, the team is highly effective, working together seamlessly and achieving its goals.
The Belbin Model
The Belbin model was developed by Rensis Likert in 1962 and suggests that teams are made up of individuals with different strengths and weaknesses. The model identifies nine roles that teams need to fill effectively:
- Missionary
- Chief Executive Officer (CEO)
- Coordinator
- Completer/Perfector
- Specialist
- Teamworker
- Devoted Follower
- Expert
- Creator of Harmony
The Missionary is responsible for defining the team’s goals and objectives. They have a clear vision of what the team should achieve and can motivate others to work towards that goal. The CEO is responsible for managing the team’s resources and ensuring that it stays on track. They have excellent organizational skills and are able to make quick decisions when necessary.
The Coordinator is responsible for ensuring that all team members are working together effectively. They have strong communication skills and are able to resolve conflicts quickly and efficiently. The Completer/Perfector is responsible for ensuring that all work meets the highest standards of quality. They have attention to detail and are able to spot errors quickly.
The Specialist has a specific skill set that they bring to the team. They may be an expert in a particular area and can provide valuable insights and ideas. The Teamworker is responsible for building relationships with other team members. They have strong interpersonal skills and are able to create a positive working environment.
The Devoted Follower is loyal to the team and its leader. They are willing to do whatever it takes to achieve the team’s goals. The Expert has specialized knowledge that they can bring to the team. They may be an expert in a particular field or have unique skills that can be used to achieve the team’s objectives.
The Creator of Harmony is responsible for maintaining a positive working environment. They have strong interpersonal skills and are able to resolve conflicts quickly and efficiently.
The ADKAR Model
The ADKAR model was developed by Prosci in 2001 and suggests that individuals go through five stages of change when they are introduced to a new team or organization:
- Awareness
- Desire
- Knowledge
- Ability
- Reinforcement
In the Awareness stage, the individual becomes aware of the need for change. They may feel uncomfortable with the current situation but are not yet motivated to take action. In the Desire stage, the individual begins to desire change. They may see the benefits of the new team or organization and are motivated to take action.
In the Knowledge stage, the individual gains the knowledge necessary to implement the change. They may receive training or coaching to help them adapt to the new team or organization. In the Ability stage, the individual is able to apply their new knowledge and skills to implement the change effectively.
Finally, in the Reinforcement stage, the individual’s new behaviors are reinforced through recognition and reward. This helps to ensure that the change becomes a permanent part of the individual’s behavior and contributes to the overall success of the team or organization.