Integrating two distinct universities posed the challenge of establishing a standardized academic workload management system for nursing faculty. Tuckman’s model of small-group development was employed to analyze the processes and effectiveness of a project team assigned to tackle this issue. Through a comprehensive review of agendas, notes, and meeting minutes, the study sheds light on the obstacles encountered and the strategies employed to overcome them. The successful utilization of a team charter emerged as a pivotal tool, significantly transforming a diverse group into a highly productive team. The insights gained from this study are crucial in understanding the intricacy of guiding diverse teams and the significance of Tuckman’s framework in understanding group dynamics.

The analysis brought to light several challenges, encompassing varying expectations and communication barriers. The study implemented a team charter that was found to be crucial in aligning goals and establishing clear roles, thus facilitating the transition from the storming to the norming phase.

Effectively managing a diverse team to achieve high productivity is inherently complex due to the different backgrounds, perspectives, and work styles involved. Tuckman’s model, which outlines the stages of group development, provides a framework for understanding and enhancing the dynamics and processes within the team. This study underscores the critical importance of structured approaches, such as team charters, in managing the development of a team. Team charters establish a clear framework for decision-making, roles and responsibilities, communication protocols, and conflict-resolution processes, which are essential for fostering a productive team environment.

References

Natvig, D., & Stark, N. L. (2016). A project team analysis using Tuckman’s model of small-group development. *Journal of Nursing Education, 55*(12), 675-681.