In “40 Years of Storming: A Historical Review of Tuckman’s Model of Small Group Development,” Denise A. Bonebright examines Tuckman’s influential model, which outlines four stages of group development: forming, storming, norming, and performing. Bonebright states, “The storming stage, characterized by conflict and disagreement, is a necessary phase that helps groups clarify goals and roles.” The purpose of this review is to examine how Tuckman’s model has developed over time and how it has been utilized in a variety of fields to better comprehend group dynamics. This essay brings to mind a work team that I was a part of when I first started my new job earlier this year. When our team first started, we were in the “forming” stage, which meant that everyone was kind but unsure of their position. As soon as we started the “storming” stage, disagreements surfaced on the allocation of tasks and the process of decision-making. After reading Bonebright’s study, I came to the realization that this was a normal and important part of the development of our team. After working through our differences, we arrived at a more productive “norming” stage, which is similar to what Tuckman’s model predicts will happen. The Tuckman model is commonly utilized in the real world, particularly in the context of project management, to describe the functioning of organizational teams. As an illustration, teams frequently go through phases that are comparable to Tuckman’s model in situations when agile approaches are utilized in technology businesses. As Bonebright points out, conflict during the “storming” phase frequently results in creative solutions and deeper togetherness. This exemplifies the significance of accepting group problems in order to achieve success in the real world.

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