Tuckman's Model

The most famous theory of group working is Tuckman’s (1965) model. Tuckman (1965) divided the team’s interaction into four different phases; forming, storming, norming and performing.
The first step, forming, is where all members are learning about the opportunities and challenges facing the team.
The second step, storming, is where different ideas to tackle problems or issues are developed. This step can cause conflict as each idea competes for consideration.
The third step, norming, is where the team members fall into agreement over the solutions for their team. In this step, the team members can talk openly about their opinions and can adjust their behavior to avoid conflict.
The final step, performing, is where the team fully understands,
At this stage it is important to achieve closure for the group on a positive note. Group members may feel a sense of loss and their motivation may go when the group's work comes to an end.
Woodcocks team
The analysis on groups’ development conducted by Tuckman can be compared with the one of Woodcock who undertook a study on teams and their evolution. He believes that we are dealing with a development in four stages: (Woodcock, 1979) - infant team (undeveloped team) – the open expression of feelings is avoided; objectives are uncertain; leader makes the most decisions; - exploratory team – the issues are addressed in a more open manner; it is used the active listening; sometimes, for short periods of time, the group becomes introspectively; - under consolidation team – is being established the personal interaction based on cooperation; the group task is clarified; it is agreed upon objectives and implementation procedures for probation are being put in practice; - mature team – the feelings are openly expressed; are considered many different possibilities; working methods are rigorously structured; leadership style is a contributory kind; individuals are flexible, and the group recognizes its responsibility towards the rest of the
Evaluate the approaches that may be used by staff at different levels to develop and promote effective team working at London Nursing Home
The need for teams and teamworking is an essential part of providing health and social care. Teams, as opposed to individuals, have the potential to bring together the skills, experiences and disciplines required to support people using services.
At a very simple level, a team can be defined as a group of people who have been organized to work together. Working in teams allows people from different areas, with different roles and perhaps from different organizations, to work together.
Within health or social care, you will probably work with a multidisciplinary team. A multidisciplinary team is a group of health or social care workers and professionals who are members of different disciplines, each of which provides a specific service to service users.
Teamwork can be defined as the process of working collaboratively with a group of people to achieve a goal. effectiveness of services for service users. Team members have two distinct roles. Primarily they must achieve the goals and objectives of the team, and second, they must maintain effective working relationships with each other. Good, collaborative team working supports the achievement of workplace