Team Development: Tuckman’s Model And The Hersey-blanchard Model
Evaluate the Use of Theoretical Models
As a manager, you will need to look at techniques that will allow you to develop, manage and lead a team or group of individuals. There are many models that can offer support and structure to develop a team/group.
I will be evaluating three of these are Hersey-Blanchard, 70:20:10 learning model, and Tuckman’s development model.
Hersey-Blanchard had worked together for many years and had created a model to support their leaders and performance, this allowed them to understand when their leaders were ready for development. Hersey-Blanchard separated ways in 1977, they created two model’s Hersey’s Situational leadership and Blanchard’s SLII Model. Their system worked using a follower’s term, they would look from (task readiness to psychological readiness) throughout this time the managers’ relationship will develop, and the follower’s abilities will change over time.
Hersey-Blanchard model uses four areas directing-coaching-supporting and delegating.
• R1/D1 – Telling / Directing, this will be based on a new team with low knowledge
• R2/D2 – Selling / Coaching, this is for a new team who is driven to try new things even though the team may not have the skill.
• R3/D3 – Participating / Supporting, this will be a trained team on a specific area and can perform well, commitment will grow as self-esteem and confidence grow.
• R4/D4 – Delegating / Delegating, this is where the team will be experienced and comfortable with their ability, they will also take responsibility for their tasks.
With the Hersey-Blanchard as a manager, it gives you the ability to understand the team’s level and put in place a strategy to develop those based on where they sit in the model.
The 70:20:10 model is basically a percentage for the learning/development criteria for the business.
- 10% will be for development courses/programs, e-learning modules and reading
- 20% will be sharing and collaboration, cooperation, feedback, coaching and mentoring
- 70% will for the immediate support training, situational training
The 70% and the 20% section are the most important as it’s the main foundation for learning and development, this will occur informally and socially this will be followed by the 10% this will be formal learning which will occur separately from the workplace.
Bruce Tuckman’s Model
Tuckman’s model is used to develop teams, the theory is as the teams develop their skills and maturity, relationships are established also the leaders will adapt their style.
Tuckman uses four key stages:
- Forming – dependent on the leader for direction and instruction, roles and responsibilities are unclear and involvement from the team is tentative.
- Storming – Roles and responsibilities are starting to materialize, potential conflict as team members jostle for positions, could affect the leader’s authority.
- Norming – Roles are now clear and understood by the team, the team is committed and encourages each other building trust. Differences within the team are identified, the leader is given respect from the team.
- Performing – The team no longer need instruction and are now independent, the team look after each other with disagreements resolved with the team all working towards the same goal.
This is a model that is widely used as it is a system that is easy to follow and understand, the overall process is to develop the team through the four stages and then progress them onto another role, this could be the next lead of a project.
There are many other models out there but out of the three that I have evaluated I prefer Tuckman’s model; this is mainly due to the method and structure behind it.
There are clear similarities between Tuckman’s model and the Hersey-Blanchard model, but from a manufacturing perspective the Tuckman’s model in my opinion is more relevant, this is based on the simpler terms it uses in the development model.