990-12产品经理: Stages of a Team Development Tuckman | Better Explained: 团队开发的阶段Tuckman|更好的解释

Dr. Bruce W. Tuckman, a psychologist at Ohio State University, published a theory in 1965 called ‘Tuckman’s Stages of Group Development.’
俄亥俄州立大学（Ohio State University）的心理学家布鲁斯·W·塔克曼（Bruce W. Tuckman）博士在1965年发表了一个名为《塔克曼的群体发展阶段》（Tuckman’s Stages of Group Development）的理论。

Initially, it was a 4-stage model, Forming, Storming, Norming, and Performing, but later in 1977, a fifth stage of Adjourning was included by Mary Ann Jensen and Dr. Bruce Tuckman, both jointly worked on the last stage. It is also known as the Tuckman ladder model.
最初，它是一个4阶段的模式，形成，风暴，规范，和表演，但后来在1977年，第五阶段的休会是包括由玛丽·安·詹森和布鲁斯·塔克曼博士，双方共同工作的最后一个阶段。它也被称为塔克曼阶梯模型。

As you know, a project has a definite start and a definite end. It means the same will happen to every stakeholder of the project.
如你所知，一个项目有一个明确的开始和一个明确的结束。意味着同样的事情也会发生在项目的每一个干系人身上。

5 Stages of Team Development
Most of the teams follow these stages on the way to deliver high performance. These stages start when a group first meets and are then separated as the project ends.
团队发展的5个阶段
大多数团队在交付高绩效的道路上遵循这些阶段。这些阶段开始于一个小组第一次见面，然后在项目结束时分开。

Let jump in straight to see the five stages and have a brief discussion on;

Forming
Storming
Norming
Performing
Adjourning
I will try to explain these 5 stages by a graph to get a simple way to get into your memory.
让我们直接来看看这五个阶段，并进行一个简短的讨论；

成形
风暴
规范化
表演的
休会
我会尝试用图表来解释这5个阶段，以得到一个简单的方法进入你的记忆。

Team Development Process
Let’s have a graphical representation of this process with time and team effectiveness point of view on any project;
团队开发流程
让我们有一个图形表示这一进程的时间和团队效率的观点对任何项目；

5 Stages of Team Development.

You can see clearly that effectiveness is almost the same for the Forming & Adjourning stage but is way down in storming. As a project manager, your primary task is to handle this stage effectively than other stages.

Let’s see these stages one by one now;

Forming Stage
Here, in this stage, team members meet for the first time.

Team members are

Positive
Polite
Anxious
Excited
In this stage, the team members are like independent entities; no bond with others, and responsibilities are clear. Your role as a leader is to make efforts and let them mingle and introduce with frequent meetings.

Storming Stage
As you can on the above graph, any team’s effectiveness is drastically dropped in this storming stage. The named storm is justified here. Storming is the stage where most teams fail. As a leader, make sure to discuss the below in meetings
你可以清楚地看到，在形成和休会阶段，有效性几乎是相同的，但在激烈的方式下降。作为一个项目经理，你的主要任务是有效地处理这个阶段比其他阶段。

现在让我们一个一个来看看这些阶段；

成型阶段
在这里，在这个阶段，团队成员第一次见面。

团队成员有

积极的
有礼貌的
渴望的
激动的
在这个阶段，团队成员就像是独立的实体，与其他人没有联系，职责明确。你作为一个领导者的作用是作出努力，让他们打成一片，并介绍与频繁的会议。

风暴舞台
如上图所示，任何团队的效率在这个风暴阶段都会急剧下降。命名风暴在这里是有道理的。强攻是大多数团队失败的阶段。作为领导者，确保在会议中讨论以下问题

Each Member’s skills
Background
Interests
Set Ground Rules
Team members are not able to understand, and the following factors play an important role and hence need to understand correctly;
每一位会员的技能
背景
权益
制定基本规则
团队成员无法理解，以下因素起着重要作用，因此需要正确理解；

Boundaries – Members start to push against the established informing stage

Workload – Each Member think I am only working the most

Working styles – Each Member has their own natural style. This can cause unforeseen issues and may frustrate other members.

界限-成员开始反对已建立的通知阶段

工作量-每个议员都认为我工作最多

工作风格-每个成员都有自己的自然风格。这可能会导致不可预见的问题，并可能使其他成员感到沮丧。

How to Handle Storming Stage
Set proper ground rules to follow as soon as possible. Team members can challenge your authority – show them the Project charter. Define the responsibilities clearly with proper authority for everyone. This will reduce the chaos among all. Some members may resist taking a task that is not clearly defined in their domain; hence make sure to identify and assign to a related one as soon as possible.

如何处理风暴阶段
尽快制定适当的基本规则。团队成员可以挑战你的权威——向他们展示项目章程。明确规定每个人的职责，并赋予每个人适当的权力。这将减少所有人之间的混乱。一些成员可能会拒绝接受在他们的领域中没有明确定义的任务，因此要确保尽快确定并分配给相关的任务。

Norming Stage
In the above graph, this is the stage where team effectiveness should go up exponentially. If not, then you are in big trouble for successful completion.

规范化阶段
在上图中，这是团队效率应该呈指数级上升的阶段。如果没有，那么你就很难成功地完成学业。

In this stage, the behavior of team members completely changed;

They appreciate each other’s strengths.
They socialize together
They ask one another for help.
They provide constructive feedback.
They develop a more substantial commitment to the project objectives.
As a team leader, you observe more respect in your authority. Also, you start to make good progress towards set goals.
You may often see a prolonged overlap between storming and norming because new tasks come up. And the team may go back into the storming stage. Sit and help the members take responsibility for the goal.
在这个阶段，团队成员的行为完全改变了；

他们欣赏彼此的优点。
他们在一起社交
他们互相寻求帮助。
他们提供建设性的反馈。
他们对项目目标做出更实质性的承诺。
作为一个团队的领导者，你在你的权威中观察到更多的尊重。此外，你开始朝着既定目标取得良好的进展。
您可能经常会看到storming和norming之间的重叠时间延长，因为新的任务出现了。球队可能会回到风暴阶段。坐下来，帮助成员为目标承担责任。

Performing Stage
You will see the maximum possible effects on your team at this stage. All the issues are resolved, and the team is fully involved in the project goals and organizational objectives.

Here, you will see the fruit of your efforts in making that structure. Work leads without friction, no resistance.

In the performing stage, you feel easy to be part of the team, and you can easily accommodate new people and makes no difference if some leave at this stage.

Now, you can start to focus on other goals and areas of work.

表演舞台
你会看到你的团队在这个阶段的最大可能的影响。所有的问题都解决了，团队完全参与到项目目标和组织目标中。

在这里，你会看到你的努力成果，在作出该结构。工作导致没有摩擦，没有阻力。

在表演阶段，你觉得很容易成为团队的一部分，你可以很容易地容纳新的人，即使有人在这个阶段离开也没有什么区别。

现在，你可以开始关注其他的目标和工作领域了。

Adjourning Stage
This is the sad part and is the reality of project life that ends – a definite end. The team you have developed was only for a fixed period of time. I have seen permanent teams are disbanded as per organizational structures. Most of the people here need to find new opportunities, or else they need to merge on a new existing team.

You can say it is the emotional part as a bond is going to be broken. The working relationship one has developed is going to end. Hard times friends are gone, and the future is uncertain.

休会阶段
这是可悲的部分，是项目生命结束的现实——一个明确的结束。你所开发的团队只是在一段固定的时间内。我看到过永久团队根据组织结构而解散。这里的大多数人需要寻找新的机会，或者他们需要合并到一个新的现有团队。

你可以说这是情感的一部分，因为一个纽带即将被打破。一个人建立起来的工作关系即将结束。艰难的时候朋友都走了，而未来是不确定的。

But!

Being a leader always takes the time to appreciate and must celebrate the team’s achievements. You can find them again or retain them if possible. It is rather easy to work still with people you have already been involved in earlier.

This Tuckman model has many questions on a PMP Exam.

但!

作为一名领导者总是需要时间去欣赏，并且必须庆祝团队的成就。如果可能的话，你可以再找到它们或者保留它们。与你之前参与过的人一起工作是相当容易的。

这个Tuckman模型在PMP考试中有很多问题。

Final Words
If you are still looking at handling the new Member in the existing team, you need to review that you got a member at which stage. If you get a membership at the performing stage, it may affect an overall team, but if you got in the storming phase, then it is the issue. The same is the case if anyone leaves the project depends on which stage you are in. Always make sure to establish processes and structures, earn trust, and build relationships, resolve conflicts.
最后的话
如果你还在考虑处理现有团队中的新成员，你需要回顾你在哪个阶段得到了一个成员。如果你在执行阶段获得会员资格，它可能会影响整个团队，但如果你在风暴阶段获得会员资格，那么它就是问题所在。同样的情况下，如果任何人离开项目取决于你在哪个阶段。始终确保建立流程和结构，赢得信任，建立关系，解决冲突。