1.2 Summarise theoretical models of team development

This guide will help you answer 1.2 Summarise theoretical models of team development.

Team development refers to the process by which individuals in a group come together, learn how to work collaboratively, and develop the skills needed to achieve shared goals. Theoretical models of team development help to explain how teams grow, adapt, and mature over time. These models provide a framework that can be used to understand teamwork in practice and improve group dynamics. In this guide, we will look at some of the most significant models of team development.

Tuckman’s Stages of Team Development

Dr Bruce Tuckman introduced one of the most well-known models of team development in 1965. He identified four key stages: Forming, Storming, Norming, and Performing. Later, he added a fifth stage called Adjourning. Each stage represents a different phase in the team’s growth.

Forming

In the forming stage, the team is just coming together. Team members are getting to know one another and finding their roles. This can involve polite but overly cautious interactions.

Characteristics of this stage include:

• Team members are unsure of their responsibilities and goals.
• Relationships between members are tentative.
• There is a desire to avoid conflict.

Leaders play a guiding role during this phase, helping to set expectations and establish the purpose of the team.

Storming

The storming stage is where conflicts sometimes arise. As individuals express their opinions freely, tensions may emerge over disagreements in work methods, roles, or priorities.

Key features of this stage include:

• Power struggles or personality clashes.
• Frustration due to different working styles or communication methods.
• Team members beginning to challenge established norms.

This phase is vital for growth, as resolving these conflicts can lay the groundwork for stronger collaboration going forward. The leader often needs to mediate and encourage open communication.

Norming

Once conflicts are addressed, the team typically moves into the norming stage. Here, members develop trust, respect one another’s roles, and begin to align themselves with shared goals.

Main characteristics include:

• The team establishes ground rules and standard practices.
• Members start to support each other and communicate more effectively.
• There’s a clearer understanding of the team’s purpose and direction.

Leadership becomes less hands-on during this phase, allowing the team to work more independently.

Performing

The performing phase is when the team reaches its peak efficiency. Members work together fluidly to achieve objectives, and their individual strengths complement each other.

Features of this stage are:

• High productivity and mutual trust.
• The ability to handle challenges or issues effectively.
• Little need for direct supervision from a leader.

This is where task-focused collaboration truly happens, and the team is functioning as a cohesive unit.

Adjourning

In the final stage, the team disbands, either because it has achieved its objectives or because projects have come to an end. Members reflect on their work and accomplishments.

Characteristics include:

• A sense of closure and completion.
• Mixed emotions such as pride in achievements but sadness at parting ways.
• Opportunities for feedback and recognition.

Leaders can help by organising closure activities to celebrate achievements and share lessons learned.

Belbin’s Team Roles

Dr Meredith Belbin developed a model focusing on individual roles within a team. His research identified nine key roles that are required for a team to function effectively. Belbin’s theory emphasises the importance of diversity in team roles to ensure success. Each role contributes differently to the group.

Belbin’s Nine Team Roles

1. Plant – Creative thinkers who generate ideas and solve complex problems.
2. Resource Investigator – Extroverts who explore opportunities and build connections outside the team.
3. Co-ordinator – Strong leaders who clarify goals and encourage team members to use their skills.
4. Shaper – Driven individuals who thrive under pressure and keep the team focused on the task.
5. Monitor-Evaluator – Logical thinkers who provide an objective view on decisions and plans.
6. Teamworker – Supportive individuals who focus on harmony and collaboration within the group.
7. Implementer – Practical people who turn plans into actions with discipline and organisation.
8. Completer-Finisher – Detail-oriented individuals who ensure tasks are completed to a high standard.
9. Specialist – Experts in a particular field who contribute specialised knowledge or skills.

Belbin’s model highlights how understanding roles can help managers build balanced, high-performing teams. It values individual strengths and ensures that every team member’s contributions are recognised.

Lencioni’s Five Dysfunctions of a Team

Patrick Lencioni’s theory identifies five challenges that prevent teams from working effectively. Each dysfunction builds upon the one before it and creates a domino effect if left unaddressed. Tackling these dysfunctions can lead to stronger, more productive teams.

Five Dysfunctions

Absence of Trust

• Team members avoid being vulnerable or honest with one another.
• Teams must build trust through openness and mutual respect.

Fear of Conflict

• Avoiding disagreements can lead to unspoken issues.
• Healthy conflict allows members to voice concerns and work through disagreements productively.

Lack of Commitment

• Without clear commitments, individuals may hesitate to fully engage.
• Clear decisions and defined goals can encourage accountability.

Avoidance of Accountability

• Team members might avoid addressing poor performance.
• Clarity in responsibilities and agreed standards helps create accountability.

Inattention to Results

• If individuals prioritise personal achievements over team success, the group suffers.
• A shared focus on overall outcomes fosters a team-oriented culture.

Hersey and Blanchard’s Situational Leadership Model

This model explains that team development is closely tied to leadership styles. Hersey and Blanchard argue that effective leaders must adapt their methods to meet the team’s level of readiness. They describe four stages of leadership that align with the team’s growth.

Four Leadership Styles

1. Directing – Leaders provide clear, detailed instructions to teams in the early stages of development when members have little experience.
2. Coaching – As the team gains confidence but still needs guidance, leaders should combine encouragement with continued direction.
3. Supporting – Teams that are mostly autonomous may require occasional advice from leaders to maintain performance.
4. Delegating – Experienced, self-reliant teams benefit from minimal intervention, allowing them to take full ownership of their tasks.

This theory emphasises that leadership must evolve as the team matures into independence.

LaFasto and Larson’s Team Effectiveness Model

Carl Larson and Frank LaFasto shifted the focus to what makes teams successful. Their model identifies four key elements that contribute to team effectiveness:

1. Team Membership – Selecting members with the right mix of skills, motivations, and personalities.
2. Problem Solving – Teams must understand the goals and challenges clearly and work collaboratively to overcome barriers.
3. Communications – Teams need open, honest, and respectful communication to share ideas and resolve conflicts.
4. Leadership – Effective leaders focus on supporting the team, removing obstacles, and encouraging continuous improvement.

Final Thoughts

In health and social care, teamwork is vital for delivering safe and effective services. A thorough understanding of developmental models can help workers improve collaboration. For example:

• Teams in multidisciplinary settings such as a care home can use Tuckman’s model to identify their current stage and progress towards high performance.
• Belbin’s roles are useful for dividing responsibilities, ensuring the workload reflects team members’ strengths.
• Resolving issues outlined in Lencioni’s model helps to prevent breakdowns in collaboration, which can negatively affect client outcomes.

By applying these models, you can build stronger teams that provide better care. Understanding how people work together helps improve group effectiveness, job satisfaction, and service delivery.