Omar Bennett
Tuckman's model of group development outlines three stages: forming, storming, and norming, followed by performing and adjourning. The forming stage involves putting the team structure together, with members seeking guidance from a leader and avoiding conflict. In the storming stage, team members must move beyond their comfort zones and confront potential conflict as they begin to address tasks and processes. The norming stage is characterized by shared leadership and high creativity, with members sharing feelings, ideas, and feedback. True interdependence emerges, with individuals adapting to meet the needs of others. While the performing stage is not always reached, it is marked by effective collaboration and a cohesive group dynamic. The final adjourning stage involves the termination of tasks and relationships, often including recognition for participation and achievements. Understanding these stages is crucial for leaders to guide their teams effectively, fostering cohesion, trust, and productivity.
| Characteristics | Values |
|---|---|
| First stage | Forming, storming, formation |
| Second stage | Norming, enrichment |
| Third stage | Performing, sustainment, adjourning |
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What You'll Learn
- Forming: Members feel ambiguous, conflict is avoided, and a leader is looked to for direction
- Storming: Interpersonal conflicts arise, and leadership, power, and structural issues dominate
- Norming: Shared leadership emerges, and members share feelings, ideas, and feedback
- Performing: The team is collaborative and productive, but may experience feelings of termination and transition
- Adjourning: The team dissolves, celebrating accomplishments and reflecting on lessons learned
Forming: Members feel ambiguous, conflict is avoided, and a leader is looked to for direction
The first of the three stages of team development is the forming stage. This stage involves putting the structure of the team together. Team members may feel ambiguous about their roles and responsibilities, and conflict is often avoided as individuals seek acceptance into the group. As a result, members often look to a designated leader for direction and guidance.
During this initial stage, it is crucial for leaders to provide a warm welcome and a proper introduction to new team members. This reception sets the tone for the individual's experience within the team. It is also important for new members to meet their colleagues, understand the workplace layout and schedule, and familiarise themselves with the environment.
In the forming stage, team members may be hesitant to engage in open conflict or disagreement. They are still seeking acceptance and trying to find their place within the group dynamic. This can result in a strong reliance on the designated leader for decision-making and direction. However, it is important for the team to eventually move beyond this stage and embrace constructive conflict, which is necessary for growth and innovation.
To transition to the next stage of team development, individuals must step out of their comfort zones and embrace the possibility of conflict. This evolution occurs as the process of organising tasks and processes brings about interpersonal differences and disagreements. By addressing these conflicts in a healthy and respectful manner, the team can develop stronger bonds, improved decision-making processes, and a more collaborative dynamic.
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Storming: Interpersonal conflicts arise, and leadership, power, and structural issues dominate
The storming stage of team development is where interpersonal conflicts arise, and issues of leadership, power, and structure dominate. This phase is characterised by competition for status, leadership, and control in the group. As team members get to know each other better, conflicts emerge as they try to figure out their roles and delegate tasks.
During this stage, team members might disagree due to overlapping roles, personal belief systems, limited resources, competition, structural changes, and other factors. They may also experience confusion and a lack of trust, making the storming stage challenging. However, conflict during this stage can be beneficial, as it encourages human interaction, argument, debate, and the exchange of unique perspectives, fostering innovation and the generation of good ideas.
To ensure that the storming stage results in positive growth, team leaders play a crucial role. Leaders should aim to smooth conflicts and build solid relationships between team members. They should encourage productive conflict while maintaining professionalism and objectivity. Leaders should also allow each member to share their ideas and ask for input, helping the team to understand and appreciate each other's knowledge and skills.
Additionally, leaders should remain positive and firm in the face of challenges to their authority or the team's goals. Explaining the phases of team development can help members understand why conflicts are occurring and provide reassurance that things will improve. Strong leadership during this stage is essential for guiding the team through the storm and setting the foundation for a high-performing team.
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Norming: Shared leadership emerges, and members share feelings, ideas, and feedback
Bruce W. Tuckman's model of team development, developed in the mid-1960s, outlines four stages: Forming, Storming, Norming, and Performing. Each stage has its own feelings and behaviours, and understanding these can be an important part of self-evaluation for a team.
The Norming stage is when teams begin to find ways to work together productively. As cohesion develops, leadership evolves from a single person to a shared model. Team members agree on processes and procedures, and set and achieve milestones, providing a sense of belonging. As trust builds, team members feel more confident in expressing ideas and providing constructive criticism or conflicting opinions without fear of conflict. This is a key aspect of the Norming stage, where roles and responsibilities are shared, and a decision-making process is established.
During this 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. This increased cohesion leads to an increased sense of acceptance, where the variety of opinions and experiences is recognised as strengthening the team.
As teams move through the Norming stage, they become more productive and focused on shared goals. This is a good time to evaluate team processes and productivity, and to acknowledge milestones and celebrate success. Teams develop a strong work ethic, and members feel a sense of satisfaction and reward.
The Norming stage is an important step in team development, where shared leadership emerges, and members feel comfortable sharing ideas, feedback, and feelings. This sets the foundation for effective collaboration and problem-solving as the team moves towards high performance.
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Performing: The team is collaborative and productive, but may experience feelings of termination and transition
The performing stage of team development is the penultimate stage in Bruce Tuckman's framework, followed by adjourning. By this stage, the team has matured and is well-functioning, collaborative, and productive. Team members are committed to the team's mission and are focused on problem-solving and meeting team goals. There is a clear and stable structure, and members consult one another, with shared leadership emerging. However, this stage can be disrupted by feelings of termination and transition.
While the performing stage is highly productive, it is not the end of team development. Changes, such as members leaving or joining, or large-scale external environment changes, can cause a team to cycle back to an earlier stage. Recognizing and addressing these changes and behaviours can help teams remain in the performing stage. Nevertheless, some teams do come to an end when their work is completed or when an organization's needs change.
During the ending stage, team members may experience a range of emotions, including anxiety, loss, and satisfaction at the team's accomplishments. Morale may fluctuate, and individuals may respond differently, with some becoming less focused and productive, while others may throw themselves into their work as a distraction from their feelings. It is important for the team to acknowledge these varying emotions and the impending transition.
To navigate the ending stage effectively, the team should focus on completing any remaining tasks, evaluating the team's process and product, and identifying lessons learned to pass on to future teams. A closing celebration that acknowledges the contributions and accomplishments of the team members can also provide a sense of closure. While not originally part of Tuckman's model, addressing the termination process is crucial for any team.
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Adjourning: The team dissolves, celebrating accomplishments and reflecting on lessons learned
Adjourning is the final stage of team development, according to Tuckman's model, which also includes forming, storming, norming, and performing. This stage involves the dissolution of the team, as members experience a transition and prepare to leave. It is important to acknowledge the impending change and the emotions that individuals may be feeling about the team's disbandment.
During this stage, the team should focus on completing any outstanding tasks and evaluating the team's processes and products. This includes identifying lessons learned and sharing this knowledge with sponsors or relevant parties for future teams to benefit from. It is essential to create a formal closure that celebrates the achievements of the team and acknowledges the contributions of its individual members.
The adjourning phase can evoke apprehension and a sense of crisis, as members disengage from relationships and task behaviours. It is a time when members need to manage their feelings of termination while continuing to work productively. Recognising participation and achievement becomes crucial, providing an opportunity for personal farewells and a sense of conclusion.
The adjourning stage is a critical aspect of team development, allowing for reflection, celebration, and the dissemination of knowledge gained during the team's existence. It marks the end of that particular team's journey and provides an opportunity to honour its accomplishments and the efforts of its members.
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