Stages of Team Development
by Maria Lee
Forming, Storming, Norming, and Performing
Forming, Storming, Norming, and Performing is a description by psychologist Bruce Tuckman used to provide a useful framework to look at your own team. This framework describes the path teams follow on their way to high performance.
Judith Stein, author of the article "Using the Stages of Team Development", states "Each stage of team development has its own recognizable feelings and behaviors; understanding why things are happening in certain ways on your team can be an important part of the self-evaluation process."
Four Stages of Team Development
Four stages of team development are a helpful framework for recognizing a team's behavior patterns, according to Stein. It is useful for team conversation, and not as team "diagnosis". Stein believes "Having a way to identify and understand causes for changes in the team behaviors can help the team maximize its process and its productivity."
Stein describes each stage's feelings, behaviors, and team tasks, and they are:
Stage 1: Forming
Feelings
During the Forming stage of team development, team members are usually excited to be part of the team and eager about the work ahead. Members often have high positive expectations for the team experience. At the same time, they may also feel some anxiety, wondering how they will fit into the team and if their performance will measure up.
Behaviors
Behaviors observed during the Forming stage may include lots of questions from team members, reflecting both their excitement about the new team and the uncertainty or anxiety they might be feeling about their place on the team.
Team Tasks
The principal work for the team during the Forming stage is to create a team with clear structure, goals, direction and roles, so members begin to build trust. A good orientation/kick-off process can help to ground the members in terms of the team's mission and goals, and can establish team expectations about both the team's product and, more important, the team's process. During the Forming stage, much of the team's energy is focused on defining the team, so task accomplishment may be relatively low.
Stage 2: Storming
Feelings
As the team moves towards its goals, members discover that the team can't live up to all of their early excitement and expectations. Their focus may shift from the tasks at hand to feelings of frustration or anger with the team's progress or process. Members may express concerns about being unable to meet the team's goals. During the Storming stage, members are trying to see how the team will respond to differences and how it will handle conflict.
Behaviors
Behaviors during the Storming stage may be less polite than during the Forming stage, with frustration or disagreements about goals, expectations, roles and responsibilities being openly expressed. Members may express frustration about constraints that slow their individual or the team's progress; this frustration might be directed towards other members of the team, the team leadership or the team's sponsor. During the Storming stage, team members may argue or become critical of the team's original mission or goals.
Team Tasks
Team Tasks during the Storming stage of development call for the team to refocus on its goals, perhaps breaking larger goals down into smaller, achievable steps. The team may need to develop both task-related skills and group process and conflict management skills. A redefinition of the team's goals, roles and tasks can help team members past the frustration or confusion they experience during the Storming stage.
Stage 3: Norming
Feelings
During the Norming stage of team development, team members begin to resolve the discrepancy they felt between their individual expectations and the reality of the team's experience. If the team succeeds in setting more flexible and inclusive norms and expectations, members should experience an increased sense of comfort in expressing their "real" ideas and feelings. Team members feel an increasing acceptance of others on the team, recognizing that the variety of opinions and experiences makes the team stronger and its product richer. Constructive criticism is both possible and welcomed. Members start to feel part of a team and can take pleasure from the increased group cohesion.
Behaviors
Behaviors during the Norming stage may include members making a conscious effort to resolve problems and achieve group harmony. There might be more frequent and more meaningful communication among team members, and an increased willingness to share ideas or ask teammates for help. Team members refocus on established team ground rules and practices, and return their focus to the team's tasks. Teams may develop their own language (nicknames) or inside jokes.
Team Tasks
During the Norming stage, members shift their energy to the team's goals and show an increase in productivity, in both individual and collective work. The team may find this is an appropriate time for evaluating team processes and productivity.
Stage 4: Performing
Feelings
In the Performing stage of team development, members feel satisfaction in the team's progress. They share insights into the personal and group process, and are aware of their own (and each other's) strengths and weaknesses. Members feel attached to the team as something "greater than the sum of its parts" and feel satisfaction in the team's effectiveness. Members feel confident in their individual abilities and those of their teammates.
Behaviors
Team members can prevent or solve problems in the team's process or in the team's progress. A "can do" attitude is visible as are offers to assist one another. Roles on the team may have become more fluid, with members taking on various roles and responsibilities as needed. Differences among members are appreciated and used to enhance the team's performance.
Team Tasks
In the Performing stage, the team makes significant progress towards its goals. Commitment to the team's mission is high, and the competence of team members is also high. Team members should continue to deepen their knowledge and skills, including working to continuously improve team development. Accomplishments in team process or progress are measured and celebrated.
Is the "Performing" stage the end of the process?
While working on a high-performing team may be a pleasurable and growthful experience, it is not the end of team development. There is still a need for the team to focus on both process and product, setting new goals. Changes, such as members coming or going, or large-scale changes in the external environment, can lead a team to cycle back to an earlier stage. If these changes - and their resulting behaviors - are recognized and addressed directly, teams may successfully remain in the Performing stage indefinitely.
Stage 5: Terminating/Ending
Some teams do come to an end, when their work is completed or when the organization’s needs change. While not part of Tuckman’s original model, it is important for any team to pay attention to the end or termination process.
Feelings
Team members may feel a variety of concerns about the team’s impending dissolution. They may feel some anxiety because of uncertainty about their individual role or future responsibilities. They may feel sadness or a sense of loss about the changes coming to their team relationships. And at the same time, team members may feel a sense of deep satisfaction at the accomplishments of the team. Individual members might feel all of these things at the same time or may cycle through feelings of loss followed by feelings of satisfaction. Given these conflicting feelings, individual and team morale may rise or fall throughout the ending stage. It is highly likely that at any given moment individuals on the team will experience different emotions about the team's ending.
Behaviors
During the Ending Stage, some team members may become less focused on the team's tasks, and their productivity may drop. Alternatively, some team members may find focusing on the task at hand is an effective response to their sadness or sense of loss. Their task productivity may increase.
Team Tasks
The team needs to acknowledge the upcoming transition and the variety of ways that individuals and the team may feel about the team’s impending dissolution. During this stage, the team should focus on three tasks:
Completion of any deliverables and closure on any remaining teamwork
Evaluation of the team’s process and product, particularly focusing on identifying "lessons learned" and passing these on to the sponsor for future teams to use
Creating a closing celebration that acknowledges the contributions of individuals and the accomplishments of the team, and that formally ends this team's existence.
Using the Forming, Storming, Norming, and Performing Tool
From the Mind Tool Content team's article "Forming, Storming, Norming, and Performing Tuckman's Model for Nurturing a Team to High Performance", suggest you follow the steps below to ensure that you're doing the right thing at the right time:
Identify the stage that your team is at from the descriptions above.
Consider what you need to do to move on to the next stage.
Schedule regular reviews of where your team is at and adjust your behavior and leadership approach.
Tuckman's model isn't a one-way street – teams may go back and forth between stages. When you hit the performing stage, keep observing your team's progress in case it slips back. For example, a new team member can disrupt the group dynamic, or a new business direction might mean you must reevaluate your team roles and goals.
The Mind Tool Content team also suggests when you lead through the 4 stages, and they are:
Forming to Storming
To establish clear objectives for the group at this first stage, create a team charter. And help team members to set personal goals, so they can see how their work will fit with the bigger picture.
The forming stage is also about people getting to know one another. If you're working remotely, try virtual onboard exercises to forge a group bond and establish buy-in to your vision.
Storming to Norming
Storming can make or break a team, so you must establish processes to track the progress and success of tasks.
The group must also feel safe putting forward ideas. To build team trust, try asking for help on tasks. That way, you'll encourage people to reflect on what they can offer and what they need from other team members.
Don't leave team conflict unchecked, but remember that a little friction can be a good thing – it might reveal inefficiencies for the group to fix together and ultimately lead to innovation.
But you may have to help quieter team members to have their say. To avoid louder individuals dominating face-to-face or virtual team meetings, ask for, and hear, everyone's point of view.
Norming to Performing
Get your team to bond further with face-to-face or virtual team-building exercises. These social connections are especially important right now, as more of us work from home. So, keep them up through the norming period and beyond.
Use your regular one-on-ones to encourage individuals to step back, review their goals, and take responsibility for them.
Performing to Adjourning
When the team has settled into the performing stage, you can focus on other goals and new areas to benefit the business. Free up more time for yourself – and boost team engagement – by delegating tasks and projects.
Also make time for the group's personal development. Discuss with your team what opportunities and resources are available to them, such as the MindTools toolkits.
Adjourning (or Mourning)
Take the time to celebrate the team's achievements – having positive shared experiences will make it easier if you work with some of the same people again.
If any team members feel uncertain about what's ahead, boost their confidence and career prospects by praising them at company meetings. And offer to provide LinkedIn recommendations and references if they're moving on.
You can also ask the group for 360-degree feedback to reflect, learn, and better manage future teams.
Conclusion
Tuckman's model helps the team perform better. Tuckman describes the Forming, Storming, Norming, and Performing as the team moves through stages and continuously reviews where your team is at. If your team ever slips back a stage, make any necessary adjustments to get back on track.
Reference
Stein, J. Using the Stages of Team Development. MIT Human Resource.
Mind Tools Content Team. Mind Tools. Forming, Storming, Norming, and Performing Tuckman's Model for Nurturing a Team to High Performance