This study aims to explore organisational practices experienced within small groups during a period of rapid change. It explores links between Tuckman’s theory and staff behaviour during the COVID-19 pandemic, framed by the context of childcare.
Action research is mobilised with the researcher part of the research process, tracking and innovating the company throughout change.
Key practices are examined and analysed for their relevance to how small groups operate today. The relevance of the theoretical underpinning which can be seen in Montessori childcare may have universal application within small groups in any business sector.
This study is limited to one business within a single sector. Other sectors and small group settings should be studied in future research for a broader understanding.
Tuckman’s theory provides a guide for aspiring managers to assess the direction small groups will follow when major and rapid change occurs. This study specifically investigates the direction taken by a team during the COVID-19 pandemic and identifies links between the different stages of team development.
The findings provide insights into team development and Tuckman’s theory, which can inform decision-makers in Montessori settings.
Montessori literature currently features no main analysis regarding the links between small group development such as Tuckman’s theory and Montessori settings. This study highlights the links observed specifically during the pandemic in terms of the business direction the small Montessori school team took.
