Rethinking the 'Forming, Storming, Norming, Performing' Paradigm

***Organisations Representing Students (ORS): A collective term we use for Students’ Unions, Associations and Guilds***

A Pivoting Article

The initial vision for this article was a straightforward guide on 'navigating team storming for sabbatical officers'. The result? A realisation that the revered Tuckman Model for Team Development might not be the helpful guide we once believed it to be.

A Fresh Perspective

Upon researching, it became evident that Tuckman's model, while foundational in many sectors, might not be as universally applicable as we originally thought. This revelation has spurred me to think a reevaluation of Alkhemy’s team development content is needed, highlighting the need for a more diverse and contemporary curriculum.

A Lit Review of Therapy Group Dynamics?

Recent critiques challenge the relevance of the model in today's team dynamics. The HR Director underscores its lack of actionable insights for leaders, while Bao Lan Nguyen on Medium questions its universal applicability.

But here's the kicker friends: Tuckman's model was rooted in a literature review about therapy groups, not workplace teams. This distinction is paramount. Therapy groups focus on personal growth and introspection, and exist within a context that is a far cry from workplace team objectives. Even Tuckman acknowledged the limitations of his literature: ‘This literature cannot be considered truly representative of small-group developmental processes’ (Tuckman 1965)

Contextualising for Sabbatical Officers

It should go without saying that sabbatical officer teams operate in a very different realm than therapy groups. While there might be some light parallels, it's crucial to discern between the two. Sole reliance on Tuckman's model can lead to oversimplifications, missing out on the nuances of team dynamics.

In the ORS sector, it's tempting to use Tuckman's model as a crutch to explain conflicts. This can overshadow deeper organisational and structural issues, inhibiting genuine growth.

Why the Tuckman Attraction?

• Universality and Resonance: Its intuitive stages resonate across various group contexts.
• Simplicity and Pedagogical Adoption: Its linear progression and academic adoption make it a popular choice. (Even as I often caveat it with “it’s not a linear path, and can be more fluid…”)
• Resource Constraints: ORS, often with limited resources, gravitate towards Tuckman's model for its accessibility.
• Avoidance of Difficult Conversations: It offers a convenient explanation, sidestepping deeper organisational, structural or procedural issues.
• External Perceptions and Fear of Change: It provides a universally accepted explanation, avoiding potential organisational upheavals and awkward questions.
• Validation through Repetition: Its continuous endorsement has solidified its standing in our consciousness
• Adaptability and Context: Its stages have been adapted across contexts, but its origins shouldn't be overlooked.

Sabbatical Officers' Pre-Winter Break Journey:

1. Summer Beginnings:

This period is characterised by enthusiasm, learning, and optimism. Officers are fresh in their roles, eager to make an impact, and are absorbing as much as they can. While it's a time of excitement, it's also a period of adjustment. Officers are getting to know their team members, understanding the dynamics of the union, and setting their goals. Differences in vision, approach, or personality can start to emerge.

2. Welcome Week Whirlwind:

This is a high-energy, high-visibility period. Officers are the face of the union, interacting directly with students, and are often the first point of contact for many new students. The intensity and pace of this week can be draining. Officers might face logistical challenges, student concerns, or even personal burnout. Differences in work styles or priorities can become more pronounced under pressure.

3. Post-Welcome Focus:

After the rush of Welcome Week, officers shift their attention to the core objectives they set out to achieve during their tenure. As officers start working on their individual and collective goals, resource allocation can become a point of contention. There might be disagreements on what should be prioritised, leading to potential conflicts. With support staff stuck in the middle.

4. Unforeseen Challenges:

No tenure is without its unexpected hurdles. These could range from political upheavals, changes in university policies, or even internal union dynamics. Such unforeseen events can derail planned initiatives or introduce new pressures. Officers might need to recalibrate their goals, leading to potential friction if there's a lack of consensus on the way forward with other officers and key staff.

So, what of it?

Given the intense and dynamic nature of the sabbatical officer's journey, it's no surprise that conflicts arise. Each phase, while offering opportunities for growth and impact, also presents its unique set of challenges.

Considering this journey, it's perhaps more surprising when teams don't face conflicts. The roles demand adaptability, resilience, and collaboration under often stressful conditions. While Tuckman's model might provide a framework, attributing all conflicts to 'storming' oversimplifies the complexities inherent in the sabbatical officer role.

In essence, while you may believe 'storming' might be a natural phase of team development, it's essential to recognise and address the specific challenges sabbatical officers face. Only then can ORS truly support their officers in navigating conflicts and achieving their objectives.

Tips for Navigating Team Conflict as Sabbatical Officers:

Open Communication:

Sabbatical officers come from diverse backgrounds and experiences (if you have decent election engagement), and each officer brings a unique perspective to the table. Encouraging open communication ensures that all voices are heard and valued. Given the fast-paced and dynamic nature of the roles, misunderstandings can arise quickly. Fostering an environment where officers can voice concerns without fear can prevent minor issues from escalating.

Regular Check-ins:

Regular interactions help in building trust and understanding among team members. It provides a platform to address concerns before they become significant challenges. With the myriad of responsibilities that sabbatical officers juggle, from student welfare to attending union events, it's easy to lose touch. Scheduled check-ins ensure that the team remains connected and aligned, even amidst periods of chaos.

Seek External Training/Facilitation:

External training provides teams with new perspectives and tools to handle conflicts. It can offer fresh insights into team dynamics and introduce proven conflict resolution techniques. The role of a sabbatical officer is unique, often blending advocacy, leadership, and administration. Workshops tailored to the challenges faced by sabbatical teams can be invaluable.

Revisit Team Goals:

Realigning with the team's mission and objectives ensures everyone is on the same page. It provides clarity and a shared sense of purpose. The goals of a sabbatical team can evolve rapidly based on student needs, university policies, or external factors. Regularly revisiting these goals ensures that the team remains focused and united in their mission.

A Note on Team Conflict for Sabbatical Officers:?

If your sabbatical team is experiencing conflict or you can see the cracks starting to form, it's essential to remember the unique pressures of the role. The “crash course” nature of a sabbatical officer's tenure, combined with the myriad of responsibilities and the ever-changing student landscape, can be overwhelming. This intense environment can naturally lead to conflicts. It's crucial to recognise that these challenges might be a result of the system and structure of the roles themselves, rather than drawing parallels to a decades-old literature review rooted in the evolution of therapy groups. Embrace the uniqueness of the sabbatical journey, and approach conflicts as opportunities for growth and understanding.

A final thought

While Tuckman's model can provide a foundational framework, it does prompt us to question the very nature of how we perceive team dynamics. As we stand at the crossroads of tradition and modernity, it's important to critically assess the tools we employ, especially when they shape human interactions and organisational cultures. The journey of a team is as intricate as the individuals that comprise it. Perhaps it's time to ask ourselves: Are we merely following a prescribed path, or are we forging our own, based on the unique tapestry of experiences, challenges, and aspirations that each team presents? As we reflect on this, let's remember that every model, no matter how revered, is but a lens through which we view the world. And sometimes, changing the lens can transform the entire landscape.