What are the 5 stages of team development1?

Each stage plays a vital part in building a high-functioning team.

In 1965, a psychologist named Bruce Tuckman said that teams go through 5 stages of development:
forming, storming, norming, performing and adjourning. The stages start from the time that a group
first meets until the project ends.

Tuckman did not just have a knack for rhyming. (Although, it does make the stages more comfortable
to remember.) Each is aptly named and plays a vital part in building a high-functioning team.

Forming

1 Forming Stage
The first stage of team development is forming, which is a lot like orientation day at college or a new
job.
The team has just been introduced, and everyone is overly polite and pleasant. At the start, most are
excited to start something new and to get to know the other team members.
During this stage, the team should reflect on the following issues:
· Member’s skills, background, and interests
· Project goals
· Timeline
· Ground rules
· Individual roles
As the group starts to familiarize themselves, roles and responsibilities will begin to form. Team
members need to develop relationships and understand what part each person plays.
However, because this stage focuses more on the people than on the work, the team probably will not
be very productive yet.

Storming

2 Storming Stage
Have teams reached the point in a relationship where they become aware of a person's characteristics;
they sometimes start to frustrate or annoy each other.
Being in a team is like being in a relationship. At first, people may think the other team members are
perfect and flawless. However, then they realize that they are not. Once people get aware of other
people's flaws, they either learn to embrace them, or the relationship will end quickly.
In the storming stage, the reality and weight of completing the task at hand have now hit everyone.
The initial feelings of excitement and the need to be polite have likely worn off.

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Personalities may clash. Members might disagree over how to complete a task or voice their concerns
if they feel that someone is not pulling their weight. They may even question the authority or guidance
of group leaders.
However, it is essential to remember that most teams experience conflict. Leaders should remind
members that disagreements are usual.
Some teams skip over the storming stage or try to avoid conflict at whatever cost. Avoidance usually
makes the problem grow until it blows up. So, recognize conflicts and resolve them early on.

Norming

3 Norming Stage
During the norming stage, people start to notice and appreciate their team members' strengths.
Groups start to settle into a groove. Everyone is contributing and working as a cohesive unit.
Of course, they may still think that other team members choice in music is obnoxious. However, people
also admire the knowledge of other team members' skills and value their opinions. As new tasks arise,
groups may still experience a few conflicts. If teams have already dealt with disagreement before, it
will probably be more comfortable to address this time.

Performing

4 Performing Stage
If teams have reached the fourth stage, they start to be successful.
In the performing stage, members are confident, motivated, and familiar enough with the project and
their team that they can operate without supervision. Everyone is on the same page and driving full-
speed ahead towards the final goal.
The fourth stage is the one that all groups strive to reach. However, some do not make it. They usually
fail to overcome conflict and cannot work together.

Adjourning

5 Adjourning Stage
In 1977, Tuckman added a fifth stage called adjourning. (Sadly, not a perfect rhyme.) Once a project
ends, the team disbands. This phase is sometimes known as mourning because members have grown
close and feel a loss now that the experience is over.

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 How can a team advance in its development?
1. Set a clear purpose and mission and revisit it throughout the process.
· Why does the team or project exist?
· What values matter?
· What problem should be solved?
· Why do they need to be solved?
All these questions should be answered with a clear purpose and mission statement. It is the
framework that will help make decisions. It gives the team direction. Without it, teams will go nowhere.
People get so lost in a specific task that they forget why they are doing it in the first place. It is easy to
lose sight of the “big picture.” Teams need a clear purpose and mission and should be reminded of
them often.

2. Set ground rules and make sure they are followed.

Rules may not sound fun, but they clear up the confusion. Without them, no one will know what is
considered acceptable behavior. Everyone will have their own “style” of doing things. Groups without
rules are disjointed, prone to conflict, and inefficient.
One of the first tasks that teams should do is to establish ground rules. These can cover how to interact
in the group to how to complete tasks efficiently. Some examples are:
· Do not interrupt another member when they are speaking.
· Turn off the phones during working meetings.
· Time transparently.
· Create a weekly work plan with tasks and share them with the team.
Remember that rules are created to help the team stay focused on what matters most ─ performance.

3. Let different members act as leaders or facilitators.

Every team should have a facilitator ─ a person who leads and guides meetings and discussions —
someone who drives the group towards a common goal.
As a project manager, you may be the designated team leader. However, that does not mean you
should always be the one leading.
Leading a team is tiring. Try to do it all on your own, and you will burn out fast.
Sometimes, there may even be another member of the group more qualified to lead a discussion than
you.
High-functioning teams work so well together that the facilitator role can rotate without impacting
their performance.

4. Do not try to avoid conflict. It is normal and can be healthy.

If everyone in the group thinks and acts the same, then why do we have a group? The benefit of
working in a team is that there is access to diverse experiences, skills, and opinions that are not possible
alone.
When members disagree about something, it is crucial to listen to each side. But it is not to take one
side. It is about searching for common ground. For example, each person wants to reach the end goal.
When conflicts are resolved, they can improve existing processes and bond members together.

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5. Remind group members to listen.
Each person in a group holds some value; otherwise, they would not be there. Remind your team to
listen to each person’s insight.
Early on, create an environment that is open and non-judgmental. Hold brainstorming sessions. Write
down every idea offered, no matter how ridiculous it sounds.
For every brilliant idea, there are 100 terrible ones. Encouraging the team to share their thoughts and
opinions are the key to finding the “big ideas.”

6. End each meeting with insightful and constructive feedback that improves the group process.
When you lead a group, part of your responsibility is to observe. Study how the team functions as a
unit and individually.
· What are they doing well?
· What do they need to improve?
It is essential to give criticism in a way that empowers the team to do better. Teams should be told
what they are doing right, as well as what they need to improve. As a leader, do not think that you are
flawless, though. Give and ask for feedback from the team.

7. To progress, everyone must contribute and participate.

The point of having a team is to work together. Each person plays a part and has something to
contribute. When one person fails to complete a task, the rest of the group suffers.
It is essential to install this sense of responsibility in a group. But, sometimes, it may help to remind
and motivate members to be productive.
Building a team is not easy. It is a process. Knowing each stage of development can help to create all-
star teams that deliver amazing results.