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Is your team forming, storming, norming or performing?

It takes time for a high-performing team to become, well, a high-performing team. The process of developing from a motley crew of well-meaning strangers into a in-sync, high-trust squad is complex, and, research shows, skilfully navigating periods of tension and discord

In 1965, Bruce Tuckman studied how teams develop, and in his paper ”Developmental sequence in small groups” he proposed a four-step process that captures the key phases in working together effectively, today known as the Tuckman Stages of Group Development.

By understanding these stages as a team leader – and educating other team members on the fundamental principles – you can help guide your group to a harmonious, productive state.

Related training course: Building & Leading Great Teams

Forming, storming, norming and performing: the four stages

When teams form, they start in a highly harmonious state, while performance is initially low. Alas, the harmony is rather superficial however, as it’s based more on manners and politeness than genuine mutual understanding. Inevitably, there is then an unavoidable storming period when coherence declines and team dysfunction reigns.

Although this might feel uncomfortable, it’s actually a positive sign: it means people are starting to open up, tackle disagreements and engage in spirited debate. Eventually, harmony starts to return in the norming stage, along with a steady increase in performance, as the team find mutually agreeable ways of working, social hierarchies emerge, trust increases, and successful teamwork gets properly underway. Finally, the best teams keep the momentum up and keep growing into the performing stage, building on their new-found levels of trust, understanding and confidence to skilfully increase results.

One way to visualise this process is a journey through four boxes.

The ‘U’-shaped journey might remind of you a individual’s journey through the ‘skill/will’ matrix as they acquire a new skill, or Kubler’s famous change curve. They all share a distinctive ‘valley’, where any person or team aiming to get from ‘happy innocence’ to ‘happy competence’ must bravely venture through a messy-middle phase of confusion, discord and growth.

Let’s look at Tuckman’s stages of team development in more detail, including how a manager or team leader can have a positive influence

1) The forming stage

When a new team first comes together, members are usually excited – but also cautious as they get to know each other.

Discussion tends to be polite, with team members primarily focused on not alienating others. This is a fragile time for the team as trust and relationships are just beginning.

Superficially, the team is highly harmonious, but the work is only just getting started, and overall performance is low.

For team leaders: this is a critical time to provide clarity and some initial structure: clearly define goals, strategy and procedures, assign initial responsibilities and secure commitment for your team members. Try to provide plenty of opportunities for people to get to know one another informally, and try and forge some early deeper connections that build trust among the team.

2) The storming stage

Next, teams enter the storming phase, where discussions can become heated as members start to push their respective agendas.

You’ll recognise this phase from any team-based game show, when voices are raised as competing approaches are debated while the clock slowly clicks down! At this point, team members are not familiar enough with each other’s priorities and perspectives to ‘talk each other’s language’ or anticipate each others’ point of view.

Conflict is sharper, as team members have not yet had the opportunity to prove their competence or integrity in the longer-term, making it easier for people to jump to negative conclusions about one another.

Simultaneously, the demands of ‘the work ahead’ are starting to become more pressing – but not enough has been learned to settle disputes via experience or data.

Much of the team’s work and processes will remain undefined – members will naturally seek to impose their own methods. It’s natural for conflict and competition emerge, as a social hierarchy emerges.

The individual social styles of team members may come into play: drivers tend to adopt a controlling position, while analytical types may attempt to neutralise conflict with systems and an orderly approach. Discomfort with this stage may lead other team members to retreat or become passive.

In this phase, key risks come from spiralling conflict due to a lack of mutual understanding, but also from avoiding conflict due to fear of discord.

There are links here to Lencioni’s ‘five dysfunctions of a team’ and this is a great opportunity to address fear of conflict, which will pay dividends in the future. As a manager, can help by:

• Allowing conflict to play out: ‘storming’ is a natural part of the process, so don’t hurry to tamp down all disagreements at the first sign of difficulty

• Set boundaries: don’t allow team members to make things ‘personal’ or impugn each other’s motives. Insist on assuming the best of one other, avoid cliquishness, and set expectations for co-operation and decency

• Promote deeper thinking: any conflict is not just about ‘the topic’ but also the people involved. Encourage team members to us difficult moments as a learning experience that can teach them new things about their colleagues

• Capture decisions: drive disagreements towards a definitive conclusion: nothing needs to be set it stone, but it can at least be written down ‘for now’

• Sweep up the small stuff: sometimes people simply disagree about a low-stakes issue, but the team is too ‘fresh’ for anyone to confidently assert themselves or negotiate a decision. (In fact, it’s the lack of anyone caring that much that makes it drag on.) If you suspect that nobody is genuinely that bothered and the team just needs to align on one option or the other, host a very brief discussion and then bring the matter to a speedy conclusion.

At this point, the team is at its nadir of disharmony, but as work gets underway and problems are ironed out, the team will start to become more performant.

3) The norming stage

Finally, the team starts to get into a groove.

From a cacophony of discordant sounds, a tempo, rhythm and common melody start to emerge – we’re really starting to get somewhere.

In the norming stage, disagreements are resolved, compromises reached, and a shared strategy emerges. For the first time, performance is now perceptibly improving, and this, in turn, leads to an overall glow of accomplishment, or at least a sense of predictability.

As work feels under control, there is more space to forge a group identity, and a real sense of belonging. Certain routines, traditions and ways-of-doing-things emerge. On a social level, team members are starting to understand each other better, with closer working relationships, and mutual respect between former antagonists. People find informal team roles that speak to their strengths, and everyone have a deeper understanding of how each individual is able to contribute.

Meanwhile, the scope of the work itself has started to reveal itself, and coworkers have begun to match their talents to where they’re most effective. With increasing amounts of psychological safety, people feel able to communicate more candidly.

It’s the beginning of good times, basically. But only the beginning.

For team leaders, the task here is to tactfully guide the team towards the ‘performing’ stage. The key risks are:

• Messy compromises: the team has found ‘a’ way of doing things, but perhaps not the best way of doing things – many decisions may have been made simply to quickly resolve conflict

• Fear of change: having only just navigated a stormy period, team members are loathe to disturb the peace of of the new status quo. Making further changes can be seen as rehashing past discussions or ‘moving backwards’

• Lack of confidence: the team is relieved that anything is working at all, and it may not yet occur to them to aim higher

• Lack of independence: the team might still rely heavily on the leader to referee, reassure and decide

In fact, it’s quite easy to get to Stage 3 and simply stop. Leading a team onwards to the ‘performing’ stage, then, is a slow process of going from ‘good enough’ to ‘great.’

• Celebrate the journey so far: note the team’s wins, and celebrate their tenacity

• Document the new normal: use the relative calm to formalise the new raft of agreements, understandings and processes, so they feel like standalone entities separate to previous discussions or conflicts. This will help them be revisited dispassionately.

• Build confidence: Use the progress so far as evidence of the team’s strength and determination – remind people that future improvements should naturally come a lot more easily, now everyone knows each other better

• Delegate and empower: as the team develops capacity, prepare the team to take more responsibility and show more initiative. Raise the stakes and the cadence, allow them to take a greater role in decision-making and navigating changes independently.

In short, after a short break for self-congratulation, avoid too much laurel-resting. The sky is the limit!

4) The performing stage

Imagine the curtains drawing back on a theatre stage. The actors, having practiced their lines and perfected their movements, are poised and ready. The orchestra, tuned and in harmony, anticipates the conductor's cue. The audience holds their breath. Then, the performance begins - flawless, enchanting, and seemingly effortless. Welcome to the 'Performing' stage of team development.

After navigating through the forming, storming, and norming stages, the team has now reached a point of high efficiency and productivity. Much like a well-rehearsed theatre performance, the team operates smoothly with a deep understanding of their roles and responsibilities. They're driven by a shared purpose, and each member is motivated and competent to carry out their tasks autonomously.

In this stage, team members have become interdependent, balancing their individual responsibilities with the team's goals seamlessly. Disagreements and conflicts still arise, as they do in any group of people, but they are now handled constructively and efficiently, with minimal disruption to the team's workflow. The team leader, akin to the theatre director, steps back from a direct role, shifting to a more supportive position, offering guidance and encouragement as needed.

Maintaining this level of performance, however, is not a static process. It requires continuous effort, adjustment, and learning. As a manager, here are some ways to sustain this stage:

• Continued Encouragement: Regularly acknowledge and celebrate the team's accomplishments. This reinforces the positive behaviors that have brought the team to this stage.

• Promote Growth and Development: Encourage team members to continue developing their skills and knowledge. This could be through professional development opportunities or by assigning challenging tasks that stretch their abilities.

• Maintain Open Communication: Keep the lines of communication open. Regular check-ins, feedback sessions, and open discussions can help identify potential issues before they become significant problems.

• Adapt and Evolve: Be prepared to adapt and evolve. Changes in team composition, company goals, or external factors may require the team to adapt and potentially cycle through earlier stages again.

As the curtain falls on the 'Performing' stage, it's crucial to prepare the team for potential changes or project endings. Just as actors bid their co-stars farewell at the end of a successful show run, teams often must disband or move on to new projects. This transition, known as the 'Adjourning' stage, comes with its own set of emotions and challenges, which we will discuss next.

So, take a bow, soak up the applause, and – get ready for tomorrow’s performance. Unless…

5) The adjourning or mourning stage

Sometimes, a team’s work is complete, and the group disbands.

In this final phase, sometimes called ‘mourning’ or ‘adjourning’, it’s time to celebrate and reflect.

After the 'Performing' stage, when the team has accomplished its goals and the project comes to an end, the 'Adjourning' stage begins. This stage is sometimes also called the 'Mourning' stage, reflecting the mixed emotions that team members often feel. On one hand, there's a sense of pride and satisfaction in the work accomplished. The project, like a successfully completed course of study, has been a rewarding experience.

On the other hand, there's a sense of sadness and loss. Team members, who've spent considerable time together, now prepare to part ways. The team, much like a group of graduating students, disbands, with each member moving on to new projects or roles.

For managers, the 'Adjourning' stage requires sensitivity and understanding. Here are some tips to handle this stage with grace:

1. Celebrate the achievements: Organize a team celebration to mark the end of the project. This could be a simple lunch or a more formal event. The goal is to acknowledge and celebrate the team's hard work and success.

2. Provide support: Understand that some team members might find this stage challenging. Offer support and make yourself available to discuss their feelings and concerns.

3. Encourage reflection: Encourage team members to reflect on their experiences. What did they learn? What would they do differently next time? This can be a valuable learning experience for future projects.

For team members, it's important to remember that the 'Adjourning' stage, while sometimes sad, is a natural part of the team life cycle. It's an opportunity to celebrate achievements, reflect on learning, and prepare for new adventures.

So, as you hang up your graduation cap and look back at your journey, remember to appreciate the highs, learn from the lows, and look forward to the new beginnings that lie ahead. The 'Adjourning' stage is not just an end, but also a starting point for your next great adventure.

Some extra things to bear in mind

Picture team development as a trip with a route map in hand: you're supposed to go from point A to point B, then to C, and so on until you reach your final destination.

Sounds simple, right? However, in reality, roadblocks, detours, and wrong turns often mean the journey is not so straightforward. Here are a few complexities to consider as you guide your team:

The team development stages are not always linear

One of the most common misconceptions about Tuckman's model is that teams will always move linearly from one stage to the next, like stepping stones across a river. However, in reality, teams often move back and forth between stages. For example, a team might regress from 'Norming' back to 'Storming' if there's a major disagreement or a change in team composition.

Teams don’t always start at the Forming stage

While 'Forming' is typically the first stage for a new team, teams that have been reshuffled or have new members joining might skip directly to 'Storming' or 'Norming' depending on the dynamics and the situation.

Teams don’t stay in the 'Performing’ stage automatically

Reaching the 'Performing' stage is a significant achievement, but it doesn't mean the team will stay in that stage indefinitely. Changes in team members, project goals, or external circumstances can cause a team to move back to an earlier stage.

So how can you recognize when a team has regressed and what can you do about it? Here are some tips:

1. Stay observant: Regularly check in with your team and be observant of team dynamics. Are conflicts increasing? Is productivity dropping? These could be signs that your team has moved back to an earlier stage.

2. Open discussion: If you suspect your team has regressed, bring it up for discussion in a team meeting. Remember, it's a normal part of the team development process and not something to be ashamed of.

3. Revisit earlier strategies: If your team has moved back to 'Storming' or 'Forming', revisit the strategies and actions that helped you navigate these stages previously.

4. Seek external help: If the team is struggling to progress through a particular stage, consider seeking help from a coach or a professional trained in team dynamics.

In summary, while Tuckman's model provides a useful roadmap for understanding team development, it's important to remember that each team's journey is unique. It's less like a linear trek and more like a winding expedition, full of unexpected discoveries and challenges, with each stage offering its own lessons and growth opportunities.

Example: a mission to Mars for a brand new team

The year: 2065. Destination: the Red planet.

Together for the first time: a team of astronauts, handpicked for a history-making mission to Mars. Seven of the best from around the globe, led by Commander Sullivan, a calm, no-nonsense individual with a team to build.

Forming

The group first convened in a modern training facility in Houston. Everybody was respectful, almost too polite, sizing each other up, trying to understand their place within the team. There was an air of excitement, but also uncertainty, as they were essentially strangers about to embark on an incredible journey.

Commander Sullivan knew the importance of starting off right. He encouraged everyone to share their personal stories, their strengths, and even their fears. He made sure to create an open and accepting environment where all thoughts and ideas were welcomed, all with the aim of fostering trust and mutual understanding. It was clear from day one that Commander Sullivan valued every member's contribution, setting the tone for a cooperative atmosphere.

Storming

As the months of training rolled by, the team members started to open up more, and with this increased familiarity came disagreements. The engineer and the geologist clashed over technical protocols, the medical officer questioned the commander's decision-making. It was a challenging time. Personal and professional boundaries were pushed, tensions rose, and morale occasionally dipped.

But Commander Sullivan did not shy away from this. He understood that storming was a natural part of team development. Rather than suppressing conflict, he facilitated constructive dialogue. He encouraged each team member to voice their concerns and patiently mediated discussions, reminding everyone of their shared goal: to successfully land on Mars. He helped them to see that their disagreements weren't personal, but a reflection of their deep commitment to the mission's success.

Norming

Eventually, the team started to settle into a rhythm. They learned to communicate effectively, to compromise, to appreciate each other's different perspectives. They began to develop common standards for solving problems and making decisions. It was during this norming stage that they truly started to operate as a unit.

Commander Sullivan played a crucial role in this process. He established clear roles and responsibilities, ensuring that every team member felt valued and important. He emphasized the importance of regular team meetings where they could assess their progress and address any issues. Most importantly, he fostered a sense of shared responsibility and ownership for the mission, creating a strong team spirit.

Performing… in space!

Finally, the day of the mission arrived. The astronauts, now not just colleagues but companions, were in the spacecraft, ready for the journey of a lifetime. They had become a high-performing team, able to anticipate each other's moves, work smoothly together, and solve problems quickly and efficiently.

Throughout the mission, Commander Sullivan continued to facilitate open communication and provide feedback. He trusted his team and delegated tasks effectively, focusing on overseeing the big picture. When unexpected issues arose, such as a malfunctioning life support system or an unforeseen Martian storm, the team handled them with impressive efficiency and calmness, always supporting each other and working as a united front.

Through the stages of forming, storming, norming, and finally performing, Commander Sullivan and his team showed that successful teamwork doesn't just happen overnight. It's a journey, a process of learning to work together, understanding each other's strengths and weaknesses, and learning to resolve conflicts constructively. And it's this journey, as much as the mission to Mars itself, that defined them as a team.