Eleanor Finch
In 1965, educational psychologist Bruce Tuckman identified a five-stage development process that most teams follow to become high-performing: forming, storming, norming, performing, and adjourning. Each stage is marked by unique feelings and behaviours, and understanding these stages can help leaders guide their teams through them to increase collaboration and achieve top results. The first stage, forming, involves team members getting acquainted and establishing initial group dynamics. This stage is characterised by uncertainty as individuals are unsure of their roles and how they will interact. The second stage, storming, is where conflict arises as team members define their roles and work styles, leading to clashes of opinions and power struggles. The third stage, norming, is when consensus develops around leadership and individual roles, and interpersonal differences begin to be resolved. Team performance increases during this stage as members learn to cooperate and focus on shared goals.
| Characteristics | Values |
|---|---|
| Team members are eager about the work ahead and have high positive expectations | Forming |
| Conflict arises, and there are clashes of opinions and power struggles | Storming |
| Team members resolve interpersonal differences and develop a sense of cohesion and unity | Norming |
| Team members are committed to the team's mission and deal with conflicts constructively | Performing |
| The team's goals have been accomplished, and the emphasis is on wrapping up final tasks | Adjourning |
Explore related products
What You'll Learn
- Forming: Team members meet, feel excited, but also anxious about their fit in the team
- Storming: Conflict arises, and roles are defined. Conflict resolution skills develop
- Norming: A sense of cohesion and unity emerges, and the team refocuses on its goals
- Performing: The team is mature, organised, and well-functioning. Members are committed to the mission
- Adjourning: The team's goals have been accomplished, and the emphasis is on wrapping up tasks
Forming: Team members meet, feel excited, but also anxious about their fit in the team
The forming stage of team development is when team members first meet and get acquainted with each other. This stage is characterised by a sense of excitement and eagerness to be part of the team and contribute to the work ahead. However, it is also a period of uncertainty and ambiguity, as individuals are unsure about their roles and how they fit into the team.
During this initial phase, team members often have positive expectations and feel motivated, but they may also experience anxiety and a need for acceptance into the group. They tend to be on their best behaviour, seeking guidance and direction from a leader or authority figure. It is common for members to wonder about their place in the team and whether their performance will measure up.
To facilitate the forming stage effectively, team leaders should actively introduce members to each other, highlighting their skills and backgrounds. This helps establish initial group dynamics and builds a sense of structure. It is also important to set ground rules early on to guide collaboration and ensure a smooth transition into the next stages of team development.
The forming stage is a crucial step in the team development process, as it lays the foundation for building trust, navigating conflicts, and working towards common goals. By understanding and effectively managing this stage, leaders can enhance collaboration and set the team on a path towards high performance and successful outcomes.
Connected Trailers: One Vehicle or Two?
You may want to see also
Storming: Conflict arises, and roles are defined. Conflict resolution skills develop
During the Storming stage of team development, conflict arises as team members begin to define their roles and work styles. This often results in clashes of opinions and power struggles, creating tension within the group. However, these conflicts are crucial for team development as they facilitate the emergence of conflict resolution skills, strengthening the team's overall effectiveness.
To navigate through the Storming stage successfully, teams must develop task-related skills and group process skills, including conflict management. This may involve breaking larger goals into smaller, more manageable tasks. A redefinition of team goals, roles, and tasks can help alleviate frustration and confusion among team members. During this stage, leadership, power, and structural issues come to the forefront, and the team may experience a shift from a single leader to shared leadership.
The Storming stage is a critical phase in the team's development process, where members learn to trust one another and navigate interpersonal conflicts. It is important to note that teams may not always progress linearly through the stages, and new challenges or disputes can cause a regression to the Storming stage. However, by actively engaging in conflict resolution and embracing the transformation, teams can emerge from this stage with enhanced cohesion and unity.
The Storming stage lays the foundation for the subsequent Norming stage, where consensus develops around leadership and individual roles. Interpersonal differences are resolved, and the team experiences increased collaboration and focus on shared goals. While the Storming stage can be challenging, it is a necessary step in building a high-performing and cohesive unit.
Understanding Our Country's Rules for Grown-Ups
You may want to see also
Norming: A sense of cohesion and unity emerges, and the team refocuses on its goals
During the Norming stage of team development, a sense of cohesion and unity emerges as interpersonal differences are resolved. Team members begin to resolve the discrepancy they felt between their individual expectations and the reality of the team's experience. This is achieved by setting flexible and inclusive norms and expectations, which allow members to feel more comfortable expressing their "real" ideas and feelings. As a result, team members feel an increasing acceptance of others, recognizing that the variety of opinions and experiences strengthens the team and enriches its output.
In the Norming stage, team members may make a conscious effort to resolve problems and achieve group harmony. There is often more frequent and meaningful communication, and an increased willingness to share ideas and ask for help. The team refocuses on established ground rules and practices, and members shift their energy towards the team's goals, leading to increased productivity in both individual and collective work.
While the team may develop its own language or inside jokes during this stage, it is important to note that the harmony achieved in the Norming stage is precarious. Disagreements or new challenges can cause the team to slide back into the previous Storming stage.
The Norming stage is a critical phase in the team's development, where members build trust, navigate conflicts, and come together around common goals. It is during this stage that the team begins to transform from a collection of strangers to a high-performing unit, with shared leadership and a collaborative work ethic.
Some researchers have proposed adding a stage after "Norming" to reflect the gradual improvement in team performance and the potential interference of a leader who is content with the current level of performance, which may prevent the team from progressing to true peak performance.
Understanding Search Warrants: Defining Probable Cause
You may want to see also
Explore related products
$22.71 $45.99
Performing: The team is mature, organised, and well-functioning. Members are committed to the mission
The performing stage of team development is the third stage in Bruce Tuckman's model, following the forming and storming stages. This stage is characterised by a high level of maturity, organisation, and functionality within the team.
By this stage, the team has successfully navigated the challenges of the previous stages and has emerged as a cohesive and well-functioning unit. Consensus and cooperation are well-established, and there is a clear and stable structure in place. Team members are committed to the team's mission and are aware of their strengths and weaknesses, as well as those of their teammates. They are able to share insights and work collaboratively towards the team's goals.
During the performing stage, problems and conflicts may still arise, but they are dealt with constructively. Team members have developed effective conflict resolution skills and are able to work together to overcome any challenges they face. The team is highly productive and focused on achieving results. They have moved beyond the initial uncertainty and ambiguity of the forming stage and have established clear roles, norms, and expectations.
As the team enters the performing stage, it is important for team leaders to continue providing support and guidance. While the team is well-functioning, there may still be areas where improvement is needed. Leaders should encourage open communication, collaboration, and a shared commitment to the team's mission. They should also be mindful of any potential challenges or disruptions that may impact the team's performance and take proactive measures to address them.
The performing stage is a critical phase in the team's development, as it represents the culmination of the hard work and progress made during the previous stages. It is during this stage that the team truly comes together as a high-performing unit, leveraging their strengths and overcoming any obstacles in their path.
The Constitution: Guarding Against Excessive Democracy
You may want to see also
Adjourning: The team's goals have been accomplished, and the emphasis is on wrapping up tasks
The adjourning stage is the fifth and final phase of team development, first introduced by Bruce Tuckman in 1965. This stage is reached when most of the team's goals have been accomplished, and the focus shifts to wrapping up any remaining tasks and documenting the effort and results. As the workload decreases, team members may be reassigned to other teams, and the original team disbands.
It is important to recognize the work and success of the team during this stage. This can be done through a ceremonial acknowledgement, which can help address any feelings of regret or apprehension that may arise as the team comes to an end. If the team is a standing committee with ongoing responsibility, members may be replaced, and the team can revert to the forming or storming stage, restarting the development process with new individuals.
The adjourning stage is a critical aspect of the team development process, marking the conclusion of the team's journey. It provides an opportunity for members to reflect on their shared experiences and celebrate their achievements. By recognizing the contributions of each individual, the team can foster a sense of closure and appreciation for their collective efforts.
Furthermore, the adjourning stage allows for the documentation and evaluation of the team's processes and outcomes. By analyzing what worked well and identifying areas for improvement, the organization can apply these insights to future teams and projects. This reflective practice can enhance the effectiveness of subsequent teams and contribute to the continuous improvement of team dynamics and performance.
The Constitution and Jefferson's Influence
You may want to see also
Frequently asked questions
The three stages of team development, as outlined by Bruce Tuckman, are Forming, Storming, and Norming. These stages were first introduced in 1965 and later enhanced by Tuckman and doctoral student Mary Ann Jensen in 1977, who added two additional stages, Performing and Adjourning.
During the Forming stage, team members are getting to know each other and establishing their roles within the group. This stage is characterized by uncertainty, and members may feel anxious about fitting in and meeting expectations. A leader often emerges during this stage to provide guidance and direction.
The Storming stage is where conflicts and disagreements arise as team members begin to define their roles and work styles. This stage can be tense, but it helps the group develop conflict resolution skills that strengthen their effectiveness.
During the Norming stage, interpersonal differences begin to resolve, and a sense of cohesion and unity emerges. Team members refocus on the team's goals and show increased productivity. They may develop inside jokes and a shared language, indicating a higher level of comfort and acceptance within the group.
In the Performing stage, consensus and cooperation are well-established, and the team functions as a mature and organized unit. Team members are committed to the team's mission and are aware of their strengths and weaknesses. They actively share insights and feedback, and problems are dealt with constructively.
