Stages of Team Development

For a team to be effective, individuals in the team must know how to work together. This is crucial for achieving team success. However, teams don’t become effective automatically, and not right away.

The formation of a team takes time, and team members often go through several stages, gradually transforming from a group of strangers into a cohesive team with common goals.

Psychologist Bruce Tuckman first mentioned the stages of team development in 1965 in his article “Developmental Sequence in Small Groups.”

Initially, Tuckman identified 4 stages:

1. Forming
2. Storming
3. Norming
4. Performing

Later, Tuckman added a fifth stage – Adjourning.

Let’s take a detailed look at each stage.

Forming

At the beginning of the project, there is enthusiasm and high expectations regarding the project’s outcomes. Team members experience an emotional uplift at the start of this new phase, promising excellent prospects. The first contact is made. Future team members still perceive each other as strangers at this stage.

At this point, the project manager should clearly define goals for both the team and its individual members and guide the team.

Storming

The need for the first results arises.

However, there is still no consensus in actions; it turns out that not everything is as smooth as it seemed at the beginning. The first problems have emerged, and conflicts have arisen. Typical questions at this stage include:

• Who is the leader?
• Why is my point of view not being accepted?
• What is our goal?
• How do we achieve our goal?

Here, the project manager needs to establish processes and structures. Organize work in a way that fosters friendly and trusting relationships within the team. Resolve emerging conflicts quickly and support team members.

Norming

Team members develop norms and procedures for collaborative work, learning to solve problems together.

The socio-psychological climate gradually improves. Goals become clear. The team starts to work as a unified entity. Team members begin to think about how to help each other.

At this stage, the project manager should allow team members to take responsibility for progressing towards the goal. It’s a good time for team-building activities.

Performing

Project participants feel like a unified team and, on an emotionally even keel, carry out their assigned tasks.

Productivity increases. Trust is established within the team. Everyone understands what they are doing and why. Team members start to hear each other.

At this stage, the project manager needs to delegate tasks as often as possible. Once the team begins to thrive, your task is to control the work and intervene in the process as minimally as possible. Now you can focus on other goals.

Adjourning

Concern about the termination of group functioning. A sense of sadness about parting with group members associated with the end of the project.

This is the concluding stage. The project manager should celebrate the team’s achievements. Perhaps you will work with someone on a future project, so it will be much easier if people have pleasant and positive memories.