Eleanor Finch
Bruce Tuckman, an educational psychologist, identified a five-stage development process that most teams go through to become high-performing. These stages are forming, storming, norming, performing, and adjourning. During the forming stage, team members are usually excited to be part of the team and eager about the work ahead. The storming stage is the most difficult and critical stage to pass through as it is marked by conflict and competition as individual personalities emerge. In the norming stage, team members adjust to each other's behaviours and devise strategies to overcome differences. In the performing stage, there is a high level of cohesion and trust between team members, and teams are functioning at peak efficiency. The adjourning stage involves the termination of task behaviours and disengagement from relationships.
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What You'll Learn
- Forming: Team members meet, learn about each other, and define the team structure, goals, and roles
- Storming: Conflict arises as members assert themselves, compete, and express ideas
- Norming: Members adjust to each other's behaviours and devise strategies to overcome differences, and commit to shared problem-solving
- Performing: High cohesion and trust between members, who can resolve issues without compromising timelines
- Adjourning: The team wraps up final tasks, disengages, and recognises participation and achievements
Forming: Team members meet, learn about each other, and define the team structure, goals, and roles
The first stage of team building is "forming", where team members meet for the first time and get to know each other. This stage is crucial for establishing a solid foundation for the team's future success. During this stage, team members are usually excited and eager to be part of the team, but they may also feel some anxiety about fitting in and meeting performance expectations.
In the forming stage, it is important for team leaders to facilitate introductions and highlight each person's skills, strengths, and background. This helps team members learn about each other and begin to form connections. Teammates can engage in icebreakers or "getting to know you" questions to break the ice and build initial connections. Storytelling workshops or other activities that encourage sharing personal information can also help team members gain a deeper understanding of their teammates' backgrounds and motivations.
Another important aspect of the forming stage is defining the team structure, goals, and roles. Team members work together to establish clear goals and direction for the team, as well as designating roles and delegating responsibilities with guidance from the team leader. This provides a sense of clarity and purpose for the team and helps build trust among members.
While task accomplishment may be relatively low during this stage as the team focuses on defining itself, it is crucial for laying the groundwork for effective collaboration and cooperation. Team leaders play a key role in providing orientation and guidance to ensure that team members are aligned and working towards a common understanding of the team's mission and objectives.
Overall, the forming stage is a crucial step in team development, where members meet, learn about each other, and establish the team's structure, goals, and roles. It sets the tone for the team's dynamics and helps build the foundation for future success and collaboration.
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Storming: Conflict arises as members assert themselves, compete, and express ideas
The storming stage is the second phase of team development, and it is often the most challenging and critical stage for a team to navigate. This stage is characterised by conflict and competition as individual personalities emerge and become more assertive. Team members may express their ideas more openly and use this as an opportunity to stand out and be recognised by their peers.
During this stage, team members are trying to see how the team will respond to differences and handle conflict. It is not uncommon to see power struggles as members try to establish themselves as experts or compete for leadership roles. This can lead to frustration, disagreement, and criticism of the team's original mission and goals. Team performance may even decrease during this stage as energy is diverted into unproductive activities.
To successfully navigate the storming stage, team leaders must have a plan to manage competition and make communication easier. They should also ensure that projects stay on track and that the team remains focused on its goals. It is important to address conflicts constructively and work through differences, as failure to do so may result in long-term problems.
The storming stage is a crucial step in a team's growth, as it allows members to learn how to handle dissonance and prepare for more complex challenges. By resolving conflicts and accepting individual differences, teams can emerge from this stage with a sense of unity and cohesion, ready to move into the subsequent norming and performing stages.
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Norming: Members adjust to each other's behaviours and devise strategies to overcome differences, and commit to shared problem-solving
The norming stage of team development is akin to a months-old couple that accepts each other's quirks and flaws. Team members adjust to each other's behaviours and work together to devise strategies to overcome differences. They acknowledge their common goals and focus on making significant progress.
During this stage, it is important to foster an environment where team members feel comfortable sharing their ideas and listening to feedback. This allows them to work towards their shared objectives more efficiently. Compromises are often made, and a sense of cohesion and unity emerges.
In the norming stage, team members must commit to shared problem-solving and task completion. They develop a decision-making process where roles and responsibilities are shared, and a sense of shared leadership emerges. This allows team leaders to provide support and guidance rather than strict structure and direction.
While teams in the norming stage are generally highly productive, they may also encounter challenges. They might complete individual tasks but lose momentum or motivation to achieve their overarching goals. To prevent this, the focus should be on completing the end goals and celebrating milestones and successes along the way.
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Performing: High cohesion and trust between members, who can resolve issues without compromising timelines
The performing stage is the fourth stage of team development, as outlined by Bruce Tuckman in the mid-1960s. This stage is characterised by high cohesion and trust between team members, who are able to resolve issues and conflicts without compromising timelines and progress.
In the performing stage, teams are functioning at peak efficiency, with less oversight from team leaders. The team is mature, organised, and well-functioning, with a clear and stable structure. Members are committed to the team's mission and goals, and while problems and conflicts still emerge, they are dealt with constructively through established strategies.
To reach this stage, teams must have progressed through the previous stages of forming, storming, and norming. The forming stage involves team members getting to know each other, exploring the basics of the project, and forming group goals and roles. In the storming stage, conflicts and competition may arise as individual personalities emerge. Teams must navigate these differences and work through conflicting ideas and goals. The norming stage is where teams figure out how to work together, with shared leadership and a common goal.
Not all groups reach the performing stage, and even if they do, changes such as new members joining can cause a regression to an earlier stage. Therefore, it is important for team leaders to be proactive and strategic in managing their teams, providing ongoing evaluation and reflection to ensure the team remains aligned and functioning at a high level.
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Adjourning: The team wraps up final tasks, disengages, and recognises participation and achievements
Adjourning is the fifth and final stage of team development, as outlined by Bruce Tuckman in his model of team-building. This stage involves the termination of task behaviours and disengagement from relationships. It is important to recognise the contributions and achievements of team members and to provide an opportunity for personal goodbyes.
During this stage, the team wraps up any outstanding tasks and documents the effort and results. The focus is on concluding the project and disbanding the team. It is important to recognise that not all groups will reach this stage, as some may get stuck in earlier stages, such as Storming or Norming.
In the Adjourning stage, it is common to reflect on the team's accomplishments and celebrate their successes. This can include acknowledging milestones and recognising individual achievements. It is a time to appreciate the hard work and dedication of team members and to bring closure to the team's journey.
Additionally, the Adjourning stage provides an opportunity for personal growth and learning. Team members can reflect on their experiences, strengths, and weaknesses, and carry these insights forward into future endeavours. They can also gain a sense of satisfaction and fulfilment from completing the project and achieving their goals.
The Adjourning stage is a critical aspect of the team-building process, as it allows for a sense of closure and recognition of the team's achievements. It is a time to celebrate success, reflect on the journey, and prepare for future challenges. Effective recognition of participation and achievements can boost morale and motivate individuals to perform well in their next team or endeavour.
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Frequently asked questions
There are five stages of team building, also known as Tuckman's stages of group development, which are: Forming, Storming, Norming, Performing, and Adjourning.
The Forming stage is the first stage of team building where team members meet and learn about each other. They also explore the basics of the project and form group goals. This stage can be likened to a first date.
The Storming stage is when interpersonal conflicts between group members emerge as they try to establish their roles within the team. Team members may express frustration or argue about the team's mission and goals.
During the Norming stage, teams learn to work together and develop strategies to overcome differences. They acknowledge their common goals and focus on making progress. This stage is marked by a high level of productivity.
In the Performing stage, teams are functioning at peak efficiency with less oversight from team leaders. The team is mature, organised, and well-functioning, with a clear and stable structure. Team members are committed to the team's mission and have established strategies for resolving conflicts.
