The five stages of team development guide a team in understanding its current position and how to navigate through each phase. When individuals are assigned to a project, they are typically referred to as a team. However, even if they have prior team experience, they may not necessarily function as an effective team. In contrast, if they are familiar with the five stages of team development, they can become more efficient and cohesive more quickly.
Bruce Wayne Tuckman originally proposed the stages of team growth in 1965, calling them "Tuckman's Stages." At that time, his model included four stages of development. Later, in 1977, Tuckman collaborated with Mary Ann Jensen to introduce a fifth stage.
Before diving into the five stages, consider this question: How can a team identify which stage or phase it is currently in?
Sequential or Interactive
Is team growth sequential or iterative? From my experience, iterative makes the most sense. While it would be ideal for teams to complete one stage and move seamlessly to the next, the reality is that teams often move ahead to later stages while revisiting earlier ones, depending on the circumstances or dynamics of the group.
It's a common misconception that team development is a simple, linear progression from Forming to Performing. This belief can lead to unrealistic expectations, such as assuming that a group of individuals will automatically function as a team from the outset. In reality, team development is a gradual process that requires time and effort, often involving setbacks and revisits to earlier stages.
Teams typically experience each stage, but they may not fully complete one stage before moving on to the next. As they progress, they may circle back to earlier stages to address growth needs that arise in the later stages. Individual personalities also contribute to the iterative nature of team growth. If teams can navigate CHALLENGES effectively, they become more productive.
With these thoughts in mind, the graphic on the left illustrates my view of how team development progresses through the five stages.
The Stages Overview
The first stage, Forming, is relatively straightforward but crucial, often overlooked. During this stage, team members get to know one another and establish the team's guidelines and processes.
The next stage is Storming, which is frequently the point of failure for many teams. It’s where members shift from their expectations to the realities of actual work, often resulting in conflict or frustration.
Norming only emerges when there’s agreement and trust, typically after the challenges of the Storming phase. As the team reaches a consensus on how to approach the work, the intensity of the Storming phase diminishes.
Once teams pass through Forming, Storming, and Norming, they enter the Performing stage, where energy and time are more efficiently spent. Roles and responsibilities become clearer, allowing for increased productivity. However, it’s important to remember that earlier stages are often revisited, so the Performing phase represents a time when the team has found its rhythm in relationships and work processes.
Finally, the Adjourning stage is often neglected. When acknowledged, however, it offers valuable benefits for future teams. This phase is a time for reflecting on what was learned throughout the project, including insights about the project itself, the technology used, the processes, and the relationships between team members—information that can provide valuable guidance for future endeavors.
Team Development Stage 1-Forming
This stage begins when the team first meets. During this initial meeting, team members are introduced to each other, sharing details about their backgrounds, interests, and experiences. They begin forming first impressions of one another. The team also learns about the project they will be working on, discusses its objectives and goals, and starts to consider their individual roles within the project. At this point, actual work on the project has not yet begun. Essentially, they are gathering information about each other and figuring out how they might collaborate.
During this early stage, it’s crucial for the team leader to provide clear direction regarding the project and team goals. Involving team members in discussions about roles and responsibilities helps ensure clarity and buy-in.
Team development isn’t just about defining roles; it’s also about setting guidelines and rules for how the team will work together. These guidelines create a structure for communication, procedures, and interpersonal interactions, providing the foundation for effective teamwork.
At this stage, the team largely depends on the leader for guidance.
Basics:
- Known as the "polite" stage
- The team is figuring out what to do and how to operate
- Some individuals may try to establish leadership
- The team remains generally positive during the early meetings
- No one has caused offense yet!
Feelings and Behaviors:
- Feelings of excitement, anticipation, and optimism
- Developing tentative attachment to the team
- Determining acceptable group behaviors
- Identifying what information needs to be gathered
- Defining tasks and methods for accomplishing them
- Engaging in discussions about concepts, issues, processes, and roles
- Beginning to feel impatience due to minimal progress
- Recognizing only a few of the relevant problems
- Starting to feel suspicion and anxiety about the project
- Accomplishing very little, which is completely NORMAL at this stage
Development Stage 2-STORMING
As the team starts working together, it enters the "storming" stage. This phase is inevitable; every team – especially a new one that has never collaborated before – will experience it as part of the development process.
During this stage, team members often compete for status and the acceptance of their ideas. Disagreements arise about what needs to be done and how to do it, leading to conflicts within the group. With the guidance of the team leader, members begin learning how to solve problems together, working both independently and as a cohesive unit. They also begin adjusting to their roles and responsibilities within the team.
Since most people prefer to avoid conflict, the storming phase can be particularly challenging for teams.
Coaching Is Essential
The storming stage requires a skilled team leader who acts as a facilitator rather than a direct authority. The leader's role is to ensure that team members listen to one another, respect differing ideas and approaches, and navigate the conflicts that arise. It's also important for the leader to manage team dynamics by helping those who dominate conversations step back and encouraging quieter members to contribute.
In this phase, the team leader coaches some members to be more assertive, while encouraging others to develop more relational skills.
The storming phase doesn’t typically end entirely but reaches a point where team members have accepted one another more and have learned how to collaborate effectively for the project's benefit. As the team progresses, the leader gradually shifts some decision-making responsibilities to the group to promote self-governance and independence. However, additional development is often necessary to ensure conflicts are resolved quickly, keeping the leader involved.
In some cases, teams never fully move past this stage, remaining in conflict throughout the project, which results in low morale and motivation. These types of projects can be very challenging to complete successfully.
For most teams, particularly those with less professional maturity, strong leadership is essential to move beyond this stage.
Basics:
- The honeymoon phase is over
- Individuals may clash over control of the group
- Members may disagree about guidelines and processes
- Some may blame the team concept itself, saying it doesn't work
- The team requires coaching to overcome these differences, including one-on-one sessions with individuals if necessary
Feelings and Behaviors:
- Resistance to suggested tasks and improvements
- Fluctuating attitudes about the team's potential success
- Arguments among members, even when they agree on the core issues
- Defensiveness, competition, and taking sides
- Doubts about the project's wisdom or the selection of team members
- Unrealistic goal-setting
- Increased disunity, tension, and jealousy
- Little energy directed toward the team's goals
- However, beginning to gain a better understanding of each other and the project
Development Stage 3-NORMING
When the team enters the "Norming" stage, they begin to work more effectively. The established structures and methods allow them to collaborate better, shifting the focus from individual concerns to collective goals. Members start showing more respect for each other’s opinions and appreciating their differences. They begin to see the value in these differences, making collaboration feel more natural.
At this point, you might be able to recognize which stage your team is in, but keep in mind that moving through the stages is rarely a straightforward process.
Self-Governance Grows
As the team agrees on how to work together—establishing rules, sharing information, resolving conflicts, and deciding on tools and processes—friction decreases, and productivity increases. The team members begin to trust each other more, seeking assistance and input from one another.
Instead of competing against each other, team members now collaborate toward a shared goal. Significant progress is made on the project as a result.
The team leader becomes less involved in day-to-day decision-making and problem-solving because the team is functioning more efficiently. The leader encourages members to take on more responsibility in these areas. As the team gains greater self-direction, they are able to resolve conflicts independently. However, if the team gets stuck, the leader may step in to help move things forward. At this point, the leader’s role shifts to more of a coaching position, ensuring that the team continues to collaborate effectively.
Basics:
- Starting to work together as a cohesive unit
- Proudly advocating for the team concept to others
- Occasionally bouncing back to the Storming stage temporarily
- Recovering from Storming more quickly
- Speaking positively about the team and the project
- Developing leaders within the team, some unexpectedly
- Requiring less management and direction from the leader
Feelings and Behaviors:
- Criticizing constructively and offering feedback in a helpful way
- Accepting membership in the team and feeling more connected
- Focusing on harmony rather than conflict
- Sharing ideas and confiding in one another, becoming friendlier
- Developing a sense of team cohesion and spirit
- Clarifying and maintaining team guidelines
- Resolving differences more effectively
- Shifting more energy toward achieving team goals
Development Stage 4-PERFORMING
When teams reach the Performing stage, they operate at a high level of efficiency. They are focused on the team's goal and have developed strong trust, understanding, and reliance on each other.
However, not all teams make it to this level of development; some teams stall at the Norming stage. High-performing teams work with little oversight, and team members become highly interdependent.
Self-Governance Is Maximized
At this stage, the team is fully committed to getting the job done. They make decisions and solve problems effectively. If disagreements arise, team members work through them without disrupting the project's progress. If the team processes need adjustment, they are mature enough to determine what changes are necessary without needing the leader’s input.
The team leader’s role shifts to encouraging decision-making and problem-solving within the team, without direct involvement. The team operates efficiently and no longer requires the same level of oversight that was needed in earlier stages. The leader’s primary role becomes monitoring the team’s development, celebrating milestones, and fostering camaraderie. The leader may also step in to facilitate higher-level decisions within the organization when necessary.
Even at this stage, the team may occasionally regress to an earlier stage. For example, if a team member begins working independently, the team may temporarily return to Storming. Similarly, if a new member joins the team, the team may briefly return to Forming. Significant changes can also cause the team to revisit earlier stages until they adapt to the new situation.
Basics:
- Achieving goals and successfully completing tasks
- Rarely reverting to the Storming phase
- Taking on new work independently
- The team could integrate one or two new members without significant disruption
- Working with minimal outside direction
- Reaching this stage may take 6+ months
Feelings and Behaviors:
- Gaining insights into personal and group processes
- Understanding each other’s strengths and weaknesses
- Maintaining a focus on constructive self-improvement
- Effectively managing or preventing group problems
- Developing strong bonds and attachments within the team
- Accomplishing a substantial amount of work
- The team becomes a highly effective, cohesive unit
Development Stage 5-ADJOURNING
Finally, when the project concludes, the team enters the Adjourning stage. In this phase, team members transition to new roles and responsibilities. The focus shifts from managing the team through the earlier stages of development to considering the team’s well-being and reflecting on their overall experience.
Capture Best Practices
During this stage, the team leader ensures there is time to celebrate the success of the project and capture best practices for future use. If the project wasn’t successful, the leader facilitates an evaluation to identify what went wrong and capture lessons learned that can improve future projects.
This phase also provides the team with an opportunity to say their goodbyes and wish each other the best as they move on to new endeavors. When a team reaches the Performing stage, it’s common for members to stay in touch. High-performing teams often form close-knit bonds, and it can be emotional for them to separate after a successful project.
This is simply the nature of working together, particularly on successful projects.
Basics:
- Identifying improvements and changes needed for future teams
- Sharing key learnings with others
- Finding ways to stay in touch and continue learning from one another
- Many relationships formed within the team continue long after the team disbands
If you’re currently part of a team, take a moment to reflect on which stage your team is in. It might not be easy to pinpoint, but understanding your team’s current phase can provide valuable insight and help ensure your project’s success.