Tuckman’s Theory and Feed Forward





Tuckman’s Theory and Feed Forward

I want to start this speech by defining the Tuckman Model that was developed by Bruce Tuckman as a team development theory. The theory concentrates on how a group handles a task from the preliminary development of the group through to the conclusion of the assignment. I recognized that the model has averagely six main stages: forming, storming, and norming, performing and adjourning. Tuckman’s theory is particularly important and relevant in workplaces that experience problems with group building and cohesion. One of the practical elements of team building activities programmed to run over a short period is that groups have the chance to monitor their actions within a quantifiable episode (Kreitner & Angelo 39). I have regularly witnessed teams that are engaged in projects in the workplace that can last several months making it complicated to comprehend experiences in the framework of a concluded task. Tuckman’s model states that as the group gains more experience and aptitude, relationships are fostered and the leadership style is transformed. I have kept in mind that within each team, despite whatever project they are undertaking, have to adhere to all the stages of team development. It is the team leaders’ responsibility to assist by directing the team through all the stages. The leader is also responsible for combining the efforts of the team to realize their common goals.

The Tuckman’s model can be implemented in the workplace to boost group cohesion and to facilitate cooperation among different teams. The implementation of the model can be done at the departmental level where the heads of departments have information on which groups have cooperation and unity problems (Kreitner & Angelo 42). This model will also require a selection of leaders having the necessary skills to implement the stages successfully. I assume an analysis will need to be performed before hand to establish the state of the team before any of the stage of the Tuckman’s model is implemented. Most teams are usually at the initial forming phase and this provides the leader with a good staring point to change the efficiency and teamwork within the group. Feedforward is closely related to the Tuckman’s theory in that feedforward can be implemented in several parts of the Tuckman stages. In my next part of the presentation, I will describe the link between feedforward and Tuckman’s model. In my opinion, feedforward provides a path towards the future and this is a similar goal shared by the Tuckman process.

Feedforward refers to an approach in workplace communication that avoids the conventional focus on the past and instead providing proposals for future actions. The traditional approach to feedback has a major fundamental flaw in that it concentrates on the past actions. Feedforward provides opinions and suggestions for activities that will happen in the future within the workplace. The employees receiving the feedforward are encouraged to be attentive and grasp all the information and proposals about the future. Feedforward is very significant within the workplace for various reasons. The employees in the workplace cannot change their past actions but they have the opportunity to influence their future and feedforward offers an opportunity to change their approaches (Goldsmith 45). Feedforward is also important as it acts as a motivating factor among the staff. When you discuss and envision about how the future will be, you quickly become inspired to increase their effort than you already were. Lastly, feedforward presents an accessible way of giving people fresh ideas on how to improve themselves.

If you are an employee, feedforward can offer you several areas where you need improvement and suggestion that can make you successful. Between the forming and storming stages, employees need feedforward while undertaking the necessary steps in learning to work as a team (Goldsmith 65). Having a positive attitude about the future, a synchronized team and ideas and guidelines provided by feedforward are important factors that can work collectively to improve the performance of an employee. Feedforward can be implemented in the workplace by briefing the leaders on how to offer suggestions and advice to their employees frequently.

















Work Cited

Goldsmith, M. “Try Feedforward Instead of Feedback.” Journal for Quality and Participation. (2003): 38-40. Print.

Kreitner, Robert, and Angelo Kinicki. Organizational Behavior. New York, NY: McGraw-Hill/Irwin, 2013. Print.

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