3 Complexities of Tuckman’s model
While Tuckman’s model has been widely used and referred to for almost 60 years, over that time a number of researchers and business commentators have raised questions and highlighted inconsistences which it will be useful for you to be aware of. For example:
- The duration and intensity of each stage can vary between teams. Some teams may have a very smooth and rapid passage through the first few stages while others may have a much more difficult time.
- Teams usually have to progress through the earlier stages in order to reach the Performing stage, but this is not always the case. For example, some teams might skip the Storming phase altogether as they are strong and cohesive from the start and are able to have robust debate and disagreement without internal conflict.
- It is possible for a team to return to a previous stage and progress through these stages may not be linear. This can particularly be the case if new members join the team, people leave the team or new and significant issues arise along the way. This can also occur if the environment shifts, such as when the COVID-19 pandemic led to teams moving online to work together.
- A team may not actually reach all the stages of development. This can be especially true if a team is together for only a very short time or if it gets stuck in one particular stage.
- While the Tuckman model suggests that each stage is discrete and easy to identify, the reality is that they may merge into each other or may be repeated as different issues emerge.
In her historical review, spanning 40 years, Bonebright (2010) explains that Tuckman himself identified some limitations to his original model. For example, much of his observation took place in a therapy-group setting and, in Bonebright’s opinion, the model was ‘generalised well beyond its original framework.’
She concludes that due to the wide body of literature now available on the influence of external factors and on specialised areas of group development, such as leadership and motivation, ‘it is unlikely that a model with similar impact will come out of the new literature’. But she concedes that ‘the utility of providing a simple, accessible starting point for conversations about key issues of group dynamics has not diminished.’
Next you will look at each stage of Tuckman’s model individually and consider how you can recognise if your team is in this stage and the kind of activities and behaviours that can help your team progress to the point where your goal can be achieved.