Bruce Tuckman Forming Storming Norming Performing Team Development Model

Johari Window Four Quadrants

Describe about the bruce tuckman forming storming norming performing team development model?

Joe and Harry combined their first names to form a Johari model that is used as a model for self-awareness, interpersonal relationships, personal development, group dynamics, inter-group relationships and team development. The window expresses information on feelings, attitudes, skills, experience, motivation etc. The Johari window is also used to represent a team in relation with other groups. It is a square with four panels as a pictorial representation of degree of how known we are to others and ourselves (West and Turner, 2006).

The Johari window has four quadrants- Arena, Blindspot, Façade and Unknown area. Every person is represented by their own window. Mine is described as under:

The arena or open area, free self or free area or open self is also known as the area of free activity. The quadrant gives the information about a person’s behavior, knowledge, feelings, attitude, views, skills etc that is known by both the group and self (South, 2007).

I know my name and age, and so do the other people. This region determines the amount of co-operation and communication I have with other people. When I first meet a new person, I don’t gel up quickly. I take a lot of time to get comfortable with the person and create the comfort zone. I don’t get too talkative or expressive in the beginning. The aim of a group is to explore and widen the open area so as to enhance communication in the team. I usually start with a relatively small open area because of lack of communication skills but it can be enhanced horizontally into the blind area with the support and feedback of my team members. The group members can also help in expanding my arena vertically downwards by disclosure in the group members. This region is the most ideal and open receptive person. There is a high degree of trust and respect in people for me.  I am sensitive to the needs of self and others. I have concern for people whom I care. This region also highlights the personal skills in me and other members (Businessballs.com, 2015).

In a team, as an action-oriented role, I played the role of Completer-Finisher. I see the projects completed from start to end. I was ensured to make no mistakes. I was not supposed to make any errors or omissions and pay attention to the finest details in the team. I believe in timeliness and I pushed the team to complete the job on time. I get a bit anxious about petty things and worry about small things unnecessarily. I am a perfectionist and follow an orderly fashion. As a people oriented role, I am a resource investigator. I explore options and alternatives for development and negotiation of resources. The external stakeholders who help in accomplishing the team’s objective and I helped in coordinating with them. In a thought oriented role, I am a monitor-evaluator. I analyze and evaluate the ideas that people come up with. I consider all pros and cons to the situation before arriving at a decision. I am a critical thinker and apply strategic approach. I am poor in motivating because I react to events rather than instigating it (Shenton, 2007).

Quadrant 1- Arena

This quadrant indicates the unknown factors of a person himself but the others know it is there within him. This region refers to a situation where one is unacquainted with oneself. This region can be made better by getting useful feedback from peers and managers (Sutton and Stewart, 2002).

In an ongoing conversation, I might lose an eye contact that is not noticeable by me but was told from my peers. Sensitive feedback was given by people so that I realize my inner capabilities that are hidden from me. The blind area is not a productive space for an individual. This is basically ignorance about oneself. The capability hidden turns me unproductive that what is expected of me. For example, while eating in a restaurant some food particle sticks on my mouth. I don’t see it but the other people can see it. Unless the other people tell me about the food particle stuck on my mouth, I won’t know since it is a blind spot to me. I did not get very sincere answers from my peers as they hesitated to share any problem thinking they would embarrass me (West and Turner, 2007).

In a team as an action oriented role, I have hidden capabilities of a Shaper. I challenge the team to improve on the grounds of punctuality and timeliness. I was told by peers that I am an extrovert who questions norms and takes effort to solve problems by developing the best strategies. I find obstacles as new challenges that need to be overcome. I don’t let the team members quit when they want to. I motivate them in my very own ways. I get argumentative at times, and that offends the feelings of other people. As a role in people- oriented, I am a coordinator. I guide the team and the stakeholders by bringing them together in the best motive. Team cohesion is a priority for me where I can help people getting along and resolving conflicts. I bring out the best motive and value from each team member by delegating those tasks what they are good at. I tend to be manipulative at times as reported by my peers. Sometimes, I also try to shred away too many responsibilities from me. As a thought orientation, I am a Specialist, I can only contribute to a team task because of lack in specialized knowledge (Businessballs.com, 2015).

Quadrant 2- Blindspot

When comparing with Tuckman’s team model, it undergoes the Storming stage. The decisions don’t apply easily within the group in this phase. There needs to be a focus on goals of the team so as to avoid getting distracted by emotional issues and relationships. There is formation of cliques and factions with the struggle for power. At times, to enable progress, compromises may be necessary (Sutton and Stewart, 2002).

This is the hidden area of what the person knows about himself but is unknown to others. These involve fears, manipulative intentions, sensitivities or anything a person does not reveal about himself.

In a team role, according to action orientation, I play the role of an Implementer. I get things done through people in a manipulative way that I know would be beneficial for the team. I am conservative in nature and do not like to beat around the bush. I am organized and work systematically. Other do not know my inflexibility to new changes been made in the environment and I follow escapism in such cases. As a people oriented, I play the role of a team worker. I bring the team together by supporting them and making work as a single unit. I have a tendency to be indecisive when it comes to making decisions or maintaining positions. I help people get along their problems. I fear judgment or vulnerability therefore hide back my feelings for a situation. As a thought oriented, I am a Plant who tends to ignore given constraints and parameters. I am impractical at times and a poor communicator. A lot of hidden information is work-related and not very personal. Sometimes people get emotionally upset and need some motivation as they are resilient in nature. This has also been described in the Maslow’s Hierarchy of Needs. The relevant hidden information or feelings must be moved in the open area by self-disclosure and exposure process (Handy, 2000).

When compared to Tuckman’s model, it undergoes Norming stage. The roles and responsibilities are clear enough and acceptable. The decision making process is handed over to individuals for minor issues. The unity and commitment in the group or team is strong. The team has a working style that proves beneficial as a whole. Also, the team leader engages in social as well as fun activities. There is a general respect for the team leader among team members and that is evident. The organizational culture has a major influence on the team members for disclosing their hidden selves. Even the working atmosphere in the group matters for the same reason. The extent to which I disclose my personal feelings or information must be at my own discretion (Mindtools.com, 2015).

Conclusion

Johari window helps in analyzing personal self and also other people’s behavior and thinking patterns, interpersonal skills, and attitudes. This is helpful and taken into consideration in job profiling, human resource planning, customer relations and human resource planning. As a self-disclosure to be effective, judgment needs to be practiced by me. I must be honest and clear with my opinions. The estimate must be made to enhance a building relationship. The Johari window helps disclosures in enormous ways. Open area is considered to be the most ideal region for a person to explore oneself and others knowing the exact you.

References

Businessballs.com, (2015). bruce tuckman forming storming norming performing team development model. [online] Available at: https://www.businessballs.com/tuckmanformingstormingnormingperforming.htm [Accessed 7 Jul. 2015].

Businessballs.com, (2015). johari window model – helpful for personal awareness and group relationships. [online] Available at: https://www.businessballs.com/johariwindowmodel.htm [Accessed 7 Jul. 2015].

Handy, C. (2000). 21 ideas for managers. San Francisco: Jossey-Bass.

Mindtools.com, (2015). Belbin’s Team Roles: How Understanding Team Roles Can Improve Team Performance. [online] Available at: https://www.mindtools.com/pages/article/newLDR_83.htm [Accessed 7 Jul. 2015].

Shenton, A. (2007). Viewing information needs through a Johari Window. Reference Services Review, 35(3), pp.487-496.

South, B. (2007). Combining mandala and the Johari Window: An exercise in self-awareness. Teaching and Learning in Nursing, 2(1), pp.8-11.

Sutton, J. and Stewart, W. (2002). Learning to counsel. Oxford: How To Books.

Verklan, M. (2007). Johari Window. The Journal of Perinatal & Neonatal Nursing, 21(2), pp.173-174.

West, R. and Turner, L. (2006). Understanding interpersonal communication. Belmont, CA: Thomson/Wadsworth.

West, R. and Turner, L. (2007). Introducing communication theory. Boston: McGraw-Hill.