Every team goes through the five stages of team development. First, some background on team development. The first four stages of team growth were first developed by Bruce Wayne Tuckman and published in 1965. His theory, called “Tuckman’s Stages” was based on research he conducted on team dynamics. He believed that these stages are inevitable in order for a team to grow to the point where they are functioning effectively together and delivering high quality results. In 1977, Tuckman, jointly with Mary Ann Jensen, added a fifth stage to the 4 stages: “Adjourning.” The adjourning stage is when the team is completing the current project. They will be joining other teams and moving on to other work in the near future. For a high performing team, the end of a project brings on feelings of sadness as the team members have effectively become as one and now are going their separate ways. The five stages:
Stage 1: Forming
Stage 2: Storming
Stage 3: Norming
Stage 4: Performing
Stage 5: Adjourning
Let’s look at each stage in more detail.
Forming
In this stage, most team members are positive and polite. Some are anxious, as they haven’t fully understood what work the team will do. Others are simply excited about the task ahead. As leader, you play a dominant role at this stage, because team members’ roles and responsibilities aren’t clear. This stage can last for some time, as people start to work together, and as they make an effort to get to know their new colleagues. Storming
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Some management teams are bound to succeed while other are not due to a number of factors. A team, according to Adair (1986), is more than just a group with a common aim. It is a group in which the contributions of individuals are seen as complementary. Collaboration, working together, is the keynote of a team activity. Adair suggests that the test of an effective team is: “whether its members can ...
Next, the team moves into the storming phase, where people start to push against the boundaries established in the forming stage. This is the stage where many teams fail. Storming often starts where there is a conflict between team members’ natural working styles. People may work in different ways for all sorts of reasons, but if differing working styles cause unforeseen problems, they may become frustrated. Storming can also happen in other situations. For example, team members may challenge your authority, or jockey for position as their roles are clarified.
Or, if you haven’t defined clearly how the team will work, people may feel overwhelmed by their workload, or they could be uncomfortable with the approach you’re using. Some may question the worth of the team’s goal, and they may resist taking on tasks. Team members who stick with the task at hand may experience stress, particularly as they don’t have the support of established processes, or strong relationships with their colleagues. Norming
Gradually, the team moves into the norming stage. This is when people start to resolve their differences, appreciate colleagues’ strengths, and respect your authority as a leader. Now that your team members know one-another better, they may socialize together, and they are able to ask each other for help and provide constructive feedback. People develop a stronger commitment to the team goal, and you start to see good progress towards it. There is often a prolonged overlap between storming and norming, because, as new tasks come up, the team may lapse back into behavior from the storming stage. Performing
The team reaches the performing stage when hard work leads, without friction, to the achievement of the team’s goal. The structures and processes that you have set up support this well. As leader, you can delegate much of your work, and you can concentrate on developing team members. It feels easy to be part of the team at this stage, and people who join or leave won’t disrupt performance.
Adjourning
Many teams will reach this stage eventually. For example, project teams exist for only a fixed period, and even permanent teams may be disbanded through organizational restructuring. Team members who like routine, or who have developed close working relationships with other team members, may find this stage difficult, particularly if their future now looks uncertain. Using the Tool
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... together to reach our goals. In this stage Team B moved their individual turn in dates back a day and team members picked up additional ... school related issue if someone had one. Team members gave it their best realizing that people were depending on them and looking at ... to take the leader position. The following stage was Storming which is a time when members learn about ground rules discussed then ...
As a team leader, your aim is to help your people perform well, as quickly as possible. To do this, you’ll need to change your approach at each stage. Follow the steps below to ensure that you’re doing the right thing at the right time: 1. Identify the stage of team development that your team is at from the descriptions above. 2. Now consider what you need to do to move towards the performing stage. Table below, will help you understand your role, and think about how you can move the team forward. 3. Schedule regular reviews of where your team is, and adjust your behavior and leadership approach appropriately. Leadership Activities at Different Group Formation Stages
STAGE
ACTIVITIES
Forming
Direct the team, and establish clear objectives, both for the team as a whole and for individual team members. Storming
Establish processes and structures.
Build trust and good relationships between team members.
Resolve conflicts swiftly if they occur. Provide support, especially to those team members who are less secure.
Remain positive and firm in the face of challenges to your leadership, or to the team’s goal.
Explain the “forming, storming, norming, and performing” idea, so that people understand why problems are occurring, and so that they see that things will get better in the future. Coach team members in assertiveness and conflict resolution skills, where this is necessary.
Norming
Step back and help team members take responsibility for progress towards the goal. Performing
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A successful leader must have the ability to inspire the members of the team. It is in the best interests of the team and unit if its members are performing to the best of their capabilities. People need to be motivated to work with consistency and enthusiasm. Motivation is the core reason for people to do what they do. The things that motivate people are the rewards at the end. Under bad ...
Delegate tasks and projects as far as you can. Once the team is achieving well, you should aim to have as light a touch as possible. You will now be able to start focusing on other goals and areas of work. Adjourning
Take the time to celebrate the team’s achievements – you may work with some of your people again, and this will be much easier if people view past experiences positively.
