In 1956, Tuckman defined four stages of team development to explain how a team transitions from the different phases of development and define the leader’s role in the process:
- Forming
- Storming
- Norming
- Performing
Later, in 1977 he added a 5th stage, Adjourning, in collaboration with Mary Ann Jensen.
The First Stage of Team Development: Forming
During the first stage of team development, team members have a strong desire to be accepted as the team is in the Forming stage. Team members avoid controversy and conflict by avoiding issues and feelings. The focus in this phase is for the team to identify the action plan and organize the team by clarifying roles, creating meeting schedules etc. Team members are gathering information about each other. The team is trying to define the scope, goals and purpose of the project or task. Processes may be ignored at this stage as the team is more focused on getting to know each other. The leader may be tested to learn their boundaries and leadership style. The role of the leader during this phase is to guide or direct.
The Second Stage of Team Development: Storming
During the second stage of team development, getting consensus from the group is difficult as members are now vying for the power position during the Storming phase. Challenges and conflicts arise around power struggles or roles and responsibilities. The team is gaining clarity of purpose through these conflicts but there is still some ambiguity. Cliques or sub groups can form during this phase. Seeing progress towards the goals of the task or project is difficult with emotions flying out of control and relationship issues happening. The leader’s role during this phase is to coach and suggest compromises, manage conflict and keep the group focused on their goals.
The Third Stage of Team Development: Norming
During the third stage of team development or Norming, the team starts to gel and work as a team. Agreement and consensus builds and big decision start to be made. Roles and responsibilities are not clear and accepted by the team members. Small decisions can be made by subcommittees or individual team members that are leading a task. Commitment and unity is strong and intimate personal feelings are shared as relationship bonds solidify. Fun, social activities may happen. Productive discussions happen around processes and working styles. The leader at this stage needs to reinforce the good team behavior and be less hands-on – a facilitator.
The Forth Stage of Team Development: Performing
The forth stage of team development or Performing sees the team becoming more strategically aware. Team members share a common vision. The focus shifts to going beyond and overachieving goals and mandates. Any disagreements or challenges that happen within the group are resolved without the need for outside help. Adjustments to group process are made easily to accommodate team members or solve problems. The group can work independently and work through interpersonal issues. At the forth stage of team development, the leader needs to act as a delegator, overseeing the process and establishing criteria for decisions but stepping back.
The Fifth Stage of Team Development: Adjourning
The fifth and final stage of team development or Adjourning is the break-up or dissolution of the team. Hopefully this happens when the task is complete and the team is positive about the outcome. If so, it is time to celebrate. If the team must dissolve due to restructuring or other pressures, it may be a time of grieving. Team leadership during this stage must be both sympathetic to team members grieving the end of the group and recognize the achievements of the group.
The four or five stages of team development as described by Bruce Tuckman has become a well recognized and used in many leadership training programs to help leaders understand and develop their teams.
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