Team building is a critical aspect of organisational development, with the ultimate goal of creating high-performing teams capable of achieving collective goals efficiently. One of the most enduring and widely recognised models of team development is Bruce Tuckman’s (1965) “Forming, Storming, Norming, and Performing” model. Tuckman’s model has been influential in both academic and practical spheres, providing a structured approach to understanding the stages of team development and how teams evolve over time. In 1977, Tuckman expanded his model to include a fifth stage, “Adjourning,” to account for the disbandment of teams after their objectives have been achieved.

1.0 The Forming Stage

The forming stage is the initial phase of team development, where individuals come together to form a group. According to Tuckman (1965), this stage is characterised by a high degree of uncertainty, as team members are not yet familiar with one another and are unsure of their roles within the team. This stage often involves a significant reliance on the team leader for guidance and direction, as members seek to understand the team’s goals and the expectations placed upon them. Social psychologist Kurt Lewin’s (1947) work on group dynamics further emphasises that this stage is crucial for setting the foundation of group cohesion. In this phase, the leader’s role is pivotal in establishing a positive atmosphere and clarifying the team’s objectives.

2.0 The Storming Stage

The storming stage is often the most challenging phase of team development. Here, conflicts and power struggles arise as team members begin to assert their ideas and challenge one another, including the team leader. Tuckman (1965) notes that this stage is essential for the team’s growth, as it allows members to confront and resolve differences. Research by Wheelan (2005) in Group Processes: A Developmental Perspective suggests that the storming stage is critical for teams to transition from a collection of individuals to a cohesive unit. The challenges faced during this stage can include disagreements over team goals, conflicts regarding roles and responsibilities, and personality clashes. Effective conflict resolution strategies and open communication are vital for navigating this stage successfully. As Margaret Heffernan (2011) discusses in Wilful Blindness: Why We Ignore the Obvious at Our Peril, confronting uncomfortable truths and engaging in constructive conflict are necessary steps towards building a stronger, more resilient team.

3.0 The Norming Stage

Once a team successfully navigates the storming stage, it enters the norming phase. During this stage, the team begins to establish norms—unwritten rules and standards that guide behaviour within the group. According to Tuckman (1965), this stage is marked by increased cohesion, as members start to appreciate each other’s strengths and work more collaboratively. The norms developed during this stage are crucial for the team’s functioning, as they help to create a shared understanding of acceptable behaviour and a sense of belonging. As Belbin (2010) discusses in Team Roles at Work, understanding and leveraging the different roles within a team can significantly enhance its performance. The norming stage is also where team members begin to develop trust in one another, which is a critical component of effective teamwork. This stage sets the foundation for the high levels of collaboration that characterise the performing stage.

4.0 The Performing Stage

The performing stage represents the culmination of the team’s development process. At this point, the team functions as a cohesive unit, with members working together effectively to achieve their goals. Tuckman (1965) describes this stage as one where the team reaches its peak productivity, with high levels of collaboration, communication, and adaptability. Research by Katzenbach and Smith (1993) in The Wisdom of Teams: Creating the High-Performance Organisation supports the idea that teams at this stage are characterised by a deep commitment to the team’s purpose and goals. During the performing stage, conflicts are resolved quickly and constructively, and the team is capable of handling challenges and changes with minimal disruption. This stage is the ultimate goal of team development, where the team not only achieves its objectives but does so with a high degree of satisfaction and efficiency.

5.0 The Adjourning Stage

The adjourning stage, added to Tuckman’s model in 1977, addresses the end of the team’s journey. This stage occurs when the team has completed its objectives and the group disbands. The adjourning stage is sometimes referred to as “mourning,” acknowledging the sense of loss that can accompany the dissolution of a team, especially one that has worked closely together. According to Tuckman and Jensen (1977), this stage is as important as the others because it provides closure and a sense of accomplishment. The disbandment process allows team members to reflect on their achievements and challenges, which can be crucial for their personal and professional growth. It also provides an opportunity for members to celebrate their successes and recognise each other’s contributions.

Moreover, research by Goodman and Goodman (1976) in Some Misconceptions about the Group Closure highlights the significance of a well-managed closure phase. They argue that failing to properly acknowledge the end of a team can lead to unresolved feelings and can impact future team performance. As such, the adjourning stage should include formal recognition of the team’s work, feedback sessions, and perhaps even discussions on lessons learned. This reflection can be beneficial not only for the team members but also for the organisation as a whole, as it provides insights that can be applied to future projects.

Tuckman’s model provides a valuable framework for understanding the stages of team development and the challenges that teams face as they work towards high performance. By recognising and addressing the unique needs of each stage, leaders can facilitate smoother transitions and foster a more collaborative and effective team environment. Team-building activities, effective communication, and conflict resolution are key strategies for supporting a team’s progression through these stages, ultimately leading to a high-performing team capable of achieving its goals. The adjourning stage, though often overlooked, is a vital component of the team’s lifecycle, ensuring that the team’s achievements are recognised and that members are prepared for future challenges.

References

Belbin, R. M. (2010) Team Roles at Work. Routledge.

Goodman, P. S., & Goodman, R. A. (1976) “Some Misconceptions About the Group Closure”. Journal of Applied Behavioral Science. 12(4), pp. 497-503.

Heffernan, M. (2011) Wilful Blindness: Why We Ignore the Obvious at Our Peril. Simon & Schuster.

Katzenbach, J. R., & Smith, D. K. (1993) The Wisdom of Teams: Creating the High-Performance Organisation. Harvard Business Review Press.

Lewin, K. (1947) “Frontiers in Group Dynamics: Concept, Method and Reality in Social Science; Social Equilibria and Social Change”. Human Relations. 1(1), pp. pp. 5-41.

Tuckman, B. W. (1965) “Developmental Sequence in Small Groups”. Psychological Bulletin. 63(6), pp. 384-399.

Tuckman, B. W., & Jensen, M. A. C. (1977) “Stages of Small-Group Development Revisited”. Group & Organisation Studies. 2(4), pp. 419-427.

Wheelan, S. A. (2005) Group Processes: A Developmental Perspective. Pearson Education.