Forming, Storming, Norming, and Performing

Teams go through identifiable stages of development, which I have observed and experienced for many years. As a university adjunct instructor, I taught students these stages as a model and a way to prepare them to cooperate as they built their teams in business project study groups. As an executive, I taught the stages to business lines or teams each time there was a leadership change or a team lead transition. This helped them understand the psychological shifts that were occurring on the journey toward individual contribution and group results. 

            Understanding what works best during each stage of development can be instrumental for you as a leader and for your team. Fortunately, team-building models can provide some great guidance. In 1965, educational psychologist Bruce Tuckman developed such a tool to help groups cooperate more effectively during a co-creation stage focused on delivering results. Considered one of the most influential and powerful models for group formation, the Tuckman Tool outlines the phases groups must go through to develop as a team, what he called forming, norming, storming, and performing. He later added a fifth stage, called adjourning, to mark the end of a team’s journey.

The stages all have a specific focus, accompanied by different feelings, behaviors, and group tasks. Tuckman’s view was that understanding these differences could positively shape the team’s process and productivity. Although this looks like a linear process, in practice, the phases are quite fluid. Here are a few features of each stage:

1. Forming: Excited to be part of something new, team members may have high expectations and ask lots of questions. However, they may also experience some anxiety due to an atmosphere of uncertainty and wonder whether they’ll measure up. Due to the infancy of the group, its purpose is unclear and there is little agreement among team members. This necessitates strong guidance from the facilitator, who ideally fosters a positive environment with a clear orientation.
2. Storming: High expectations and eagerness may give way to more realism as team members realize that “doing it all” may not be possible. As boundaries emerge, conflicts and power struggles often occur. During this phase, team members may become frustrated by a lack of progress – sometimes directing their exasperation at other team members. To make things more manageable, it may help to redefine roles and goals or break down larger goals into smaller steps. It may also help to focus on group process and conflict management skills. Continued skillful coaching is particularly critical in this stage.
3. Norming: With time, team members begin to appreciate each other, respect the leader’s authority, and internalize agreed-upon norms. This leads to a greater resolution of differences. Allowing for more flexible and inclusive norms may also enhance members’ level of comfort in expressing their ideas and feelings, allowing for more meaningful communication. Group cohesion becomes more likely and the process becomes more efficient with greater individual and team productivity. As the identity of the team matures, it may even develop its own language or inside jokes.
4. Performing: The confidence gained during previous phases allows the facilitator to delegate tasks. Deep satisfaction grows as the members take stock of the team’s progress towards its goals. With a clear vision and purpose, team members may share insights about what’s working (or not), flexibly exchange roles, more easily prevent problems, and address challenges when they do arise. If new tasks are needed or members come and go, the team may cycle back to an earlier stage. Some teams successfully stay in the performing stage indefinitely.
5. Adjourning: If tasks are completed and it’s time to dissolve the group structure, individual team members may feel “at sea” after long periods of intensive teamwork. All of this is normal, and yet it underscores the importance of how a leader brings the group or project to a close.  Acknowledging the upcoming transition, evaluating lessons learned, and celebrating individual contributions and the team’s positive achievements are very helpful at this final stage.

            I used the Tuckman Tool as an Outward Bound Sea Staff instructor. Eight adult learners on an open pulling boat out at sea had to function as a highly effective team. It was very satisfying to watch their individual and team productivity improve as they progressed through these stages and incredibly inspiring to witness them achieve their goals and objectives in adverse conditions. 

Another time – in a business situation – a team leader was changed midstream during a project. Although the project was eventually completed, it was set back because the validity of this team formation process was underestimated. When the new leader came on board, the team went through the whole process again from the beginning.

            Please don’t underestimate the power and significance of the Tuckman Tool stages of Forming, Storming, Norming, Performing, and Adjourning. Take a moment to think about new teams you have worked with or will be working with on new business initiatives in the new year. Maybe if the members understand Tuckman’s model, the more challenging moments will be easier to get through. Knowledge can be a catalyst for growth and collaboration!

            Lead well out there!