Isabella Carter
The stages of team development, first introduced by Bruce Tuckman in 1965, describe how groups evolve from a collection of strangers to a high-performing unit. There are five stages of team development: forming, storming, norming, performing, and adjourning. Each stage represents a unique phase in the group development process, where members experience different team dynamics as they build trust, navigate conflicts, and come together around shared goals. Understanding these stages can help team leaders provide the right support at the right time to quickly enable collaboration and effective teamwork.
| Characteristics | Values |
|---|---|
| Team members are excited and eager about the work ahead | Forming |
| High uncertainty | Forming |
| Low productivity | Forming |
| Conflict arises | Storming |
| Disagreements and power struggles are inevitable | Storming |
| Team members begin to resolve the discrepancy between their individual expectations and the reality of the team's experience | Norming |
| Team members make a conscious effort to resolve problems and achieve group harmony | Norming |
| More frequent and meaningful communication | Norming |
| Increased willingness to share ideas or ask for help | Norming |
| Increased satisfaction in the team's progress | Performing |
| Share insights into personal and group processes | Performing |
| Aware of their own and each other's strengths and weaknesses | Performing |
| Most of the team's goals have been accomplished | Adjourning |
| Wrapping up final tasks | Adjourning |
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What You'll Learn
- Forming: Team members meet, feel each other out, and experience uncertainty
- Storming: Conflict arises as roles and work styles are defined
- Norming: Interpersonal differences are resolved, and a sense of cohesion and unity emerges
- Performing: The team is mature, organised, and well-functioning
- Adjourning: The team disbands, with recognition for participation and achievement
Forming: Team members meet, feel each other out, and experience uncertainty
The first stage of team development is the forming stage, where team members meet, get acquainted, and establish initial group dynamics. This stage is characterised by uncertainty as individuals are unsure of their roles and how they will interact with one another.
During this stage, team members are usually excited to be part of the team and eager about the work ahead. They often have high expectations and positive feelings about the team experience. At the same time, they may also feel anxious about how they will fit in and whether their performance will be up to par.
The focus of the forming stage is on team formation, and productivity is typically low as the group process is not yet established. Team members look to a group leader for direction and guidance, and conflict is avoided to ensure acceptance into the group. Leadership, power, and structural issues dominate this stage as the team works to put together the structure of the team.
To advance to the next stage, each member must move beyond their comfort zone and risk the possibility of conflict. This occurs as the process of organising tasks and processes brings interpersonal conflicts to the surface. Team members begin consulting one another, and shared leadership starts to emerge, although decision-making can be difficult. In order to progress, group members must shift from a "testing and proving" mentality to a collaborative problem-solving approach.
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Storming: Conflict arises as roles and work styles are defined
Conflict is an inevitable part of the storming stage of team development. As team members begin to define their roles and work styles, disagreements are bound to happen. This stage often involves clashes of opinions and power struggles, creating tension within the group. However, these conflicts are essential for the group's development as they foster the growth of conflict resolution skills, strengthening the team's overall effectiveness.
During the storming stage, it is crucial for the team to refocus on its goals. Breaking larger goals into smaller, achievable steps can help manage the frustration and confusion that team members may experience during this challenging period. The team may also need to develop both task-related skills and group process skills to navigate through this stage effectively.
A redefinition of roles and tasks can be beneficial in guiding the team past the storming stage. This involves establishing clear expectations and norms that promote flexibility, inclusivity, and the expression of genuine ideas and feelings. As team members feel more comfortable sharing their authentic perspectives, they begin to recognize the value of diverse opinions and experiences in strengthening the team's performance.
While the storming stage can be fraught with challenges, it is a necessary step in the team's evolution. By embracing conflict and focusing on goal clarification, skill development, and role definition, teams can emerge from this stage with enhanced conflict resolution capabilities and a stronger sense of unity. Effective leadership plays a crucial role in guiding the team through this stage, fostering collaboration, and setting the foundation for high performance in the subsequent stages.
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Norming: Interpersonal differences are resolved, and a sense of cohesion and unity emerges
The norming stage of team development is a critical phase where interpersonal differences are resolved, and a sense of cohesion and unity emerges. This stage builds upon the foundation laid in the previous forming and storming stages, where team members got acquainted, established initial dynamics, and navigated through conflicts.
During norming, team members actively work towards resolving any discrepancies between their individual expectations and the reality of the team's experience. This involves setting more flexible and inclusive norms that make everyone feel valued and comfortable expressing their authentic ideas and feelings. As a result, an increased acceptance of others emerges, fostering a collaborative environment where diverse opinions and experiences are celebrated and leveraged as strengths.
The norming stage is characterised by a heightened focus on team goals and a notable increase in productivity. Team members consciously strive to resolve problems and achieve harmony, demonstrating a stronger commitment to the team's mission. They exhibit more frequent and meaningful communication, fostering a supportive atmosphere where ideas are shared and help is readily offered. This heightened sense of cohesion also extends to the team's ground rules and practices, which are revisited and realigned with the team's goals.
Additionally, the norming stage often sees the emergence of unique team dynamics, such as the development of inside jokes, nicknames, or even a shared language. These elements contribute to a sense of unity and camaraderie within the team. It is important to note, however, that the harmony achieved in this stage is fragile. Disagreements or conflicts can re-emerge, potentially causing the team to revert to an earlier stage, underscoring the dynamic and evolving nature of team development.
Overall, the norming stage is a pivotal phase in team development, marked by increased cohesion, unity, and productivity. It sets the stage for the subsequent performing stage, where the team functions as a mature, well-organised, and collaborative unit.
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Performing: The team is mature, organised, and well-functioning
In the performing stage of team development, a team is mature, organised, and well-functioning. This stage is the result of a team's progression through the previous stages of forming, storming, and norming.
During the forming stage, team members are getting acquainted and establishing their roles and work styles. This is followed by the storming stage, where conflicts and power struggles are common as team members work to define their roles and resolve interpersonal differences. The norming stage is when the team begins to resolve discrepancies between individual expectations and the reality of the team's experience, with an increased focus on collaboration and shared leadership.
By the performing stage, consensus and cooperation have been well-established, and the team has a clear and stable structure. Team members are committed to the team's mission and are aware of their own and each other's strengths and weaknesses. They feel satisfaction in the team's progress and are able to deal with problems and conflicts constructively.
The performing stage is a time of high productivity and effective teamwork. The team has moved beyond the initial uncertainty and conflict of the earlier stages and has developed a sense of cohesion and unity. They are focused on their shared goals and are able to work together towards achieving them.
However, it is important to note that team development is not always linear. Changes in team dynamics, such as the addition of new members, can cause a team to revert to an earlier stage, such as the storming stage, as they adjust to the new dynamics.
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Adjourning: The team disbands, with recognition for participation and achievement
The adjourning stage of team development, as outlined by Bruce Tuckman in the mid-1960s, marks the termination of task behaviours and the disengagement of relationships within the team. This stage is characterised by a mix of emotions, including apprehension and regret, as the team comes to terms with its impending dissolution.
During adjourning, the team's focus shifts to completing final tasks, documenting efforts and results, and recognising individual contributions and achievements. It is important to create a planned conclusion that includes opportunities for members to say personal goodbyes and celebrate their accomplishments as a team. This ceremonial acknowledgement can help ease the transition and provide a sense of closure.
In the adjourning stage, most of the team's goals have been accomplished, and the remaining tasks are typically smaller and more achievable. As the workload diminishes, individual members may be reassigned to other teams, or new members may join, leading the original team to revert to an earlier stage of development, such as the forming or storming stage.
The adjourning stage is a crucial aspect of team development, as it allows for reflection on the team's journey and recognition of the hard work and successes achieved along the way. It is a time to celebrate the team's accomplishments and to acknowledge the unique dynamics and bonds formed during their collaboration. While it can be a challenging transition, effective adjourning can leave team members with a sense of fulfilment and closure.
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Frequently asked questions
There are five stages of team development, not three, as outlined by Bruce Tuckman: forming, storming, norming, performing, and adjourning.
The forming stage is the first stage of team development where individual members get acquainted and establish initial group dynamics. There is a sense of uncertainty as individuals are unsure of their roles and how they will interact with each other.
The storming stage is the second stage where conflicts and disagreements arise as team members begin to define their roles and work styles. This stage helps the group develop conflict resolution skills and strengthen team effectiveness.
