Forming: Early on, team members "test the waters" to determine what behavior will be acceptable to

the group. Members generally express the need to agree on their purpose as a team, to set initial goals,
and to establish ground rules. During this period, members look to the leader for guidance. Tuckman
compared the forming stage to that period of orientation and dependency expressed by young children.
In this stage, the group is generally on its best behavior.

Storming: This stage is typically marked by conflict among team members. It is here that the team is at
its greatest risk for disillusionment. In a well-directed, open, positive team, members are asking
questions, making trade-offs, and constructively challenging one another. This energy should foster
creativity; however, conflict can also breed resentment. Members may develop subgroups which feed
this conflict. There may be task avoidance if members enjoy the energy created by heated competition.
Although some teams never go through this stage, it is not to be avoided. Nor does conflict need to be
counterproductive. Teams that fail to experience storming never learn to deal with differences. As a
result, members may learn to simply go along with suggestions by more dominant members. Teams that
do not pass through the storming phase, tend to be more divided and less creative (Tuckman, 1965).

Norming: As the storm passes, team members learn to resolve difficulties and to focus on the work at
hand. The danger here is that members may be so focused on preventing conflict that they are reluctant
to share controversial ideas. The unhealthy potential for "group think" exists as well. The competitive
and informal climate can inhibit members from challenging the prevailing thinking.

Performing: This stage is the payoff for team member's hard work. What was once a group of individuals
has learned to function as a team. There is frequent agreement on goals, roles, and norms, and
members are devoted to producing results. They deal with conflicts as they arise, challenging ideas
without getting personal, and take collective pride in team successes. Creative confrontation and
innovative problem solving are the hallmarks of the smooth running team in the performing stage.
Forming

The team is formed and everyone shows their best behaviour. There is a positive and polite atmosphere.
Strong guidance is needed by the facilitator as group tasks are not clearly defined yet.

Storming

Emerging boundaries become contested and conflicts occur. Also frustration with the lack of progress is
common. Guidance is needed by the facilitator.

Norming

Team members start to resolve their differences, appreciate colleagues' strengths, and respect the
leader’s authority. Behaviour from the storming and norming phases can overlap for some time when
new tasks come up.

Performing

Hard work goes hand in hand with satisfaction about the team’s progress. Team confidence makes team
roles more fluid and more tasks can be delegated by the facilitator. Problems are prevented or solved as
they pop up.

Adjourning

When all tasks are completed, it’s important to celebrate the team’s positive achievements. Letting go of
the group structure after long periods of intensive team work can also generate uncertainty for
individual team members.
Forming

The team is assembled and the task is allocated. Team members tend to behave independently and
although goodwill may exist they do not know each other well enough to unconditionally trust one
another.

Time is spent planning, collecting information and bonding.

Storming

The team starts to address the task suggesting ideas. Different ideas may compete for ascendancy and if
badly managed this phase can be very destructive for the team.

Relationships between team members will be made or broken in this phase and some may never
recover. In extreme cases the team can become stuck in the Storming phase.

If a team is too focused on consensus they may decide on a plan which is less effective in completing the
task for the sake of the team. This carries its own set of problems. It is essential that a team has strong
facilitative leadership in this phase.

Norming

As the team moves out of the Storming phase they will enter the Norming phase. This tends to be a
move towards harmonious working practices with teams agreeing on the rules and values by which they
operate.

In the ideal situation teams begin to trust themselves during this phase as they accept the vital
contribution of each member to the team. Team leaders can take a step back from the team at this
stage as individual members take greater responsibility.

The risk during the Norming stage is that the team becomes complacent and loses either their creative
edge or the drive that brought them to this phase.
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 that 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 onboarding exercises to forge a group bond and establish buy-in to your vision.

Storming to Norming

Storming can make or break a team, so it's essential that you 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.
You should also make time for the group's personal development. Discuss with your team what
opportunities and resources are available to them, such as the Mind Tools 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 in the future.

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.