One model I often find very useful when it comes to workplace management is Tuckman’s stages of group development.
Tuckman’s model I find extremely useful when looking to build and develop new work teams because the 5 stages of the model provide a handy framework to solve and also pre-empt potential issues.
Developed in 1965 and refined in 1977, Tuckman’s model is now five stages and focuses on group development.
These five stages that we will look at in this post are: Forming, Storming, Norming, Performing, and Adjourning.
In this post, I’ll explain each stage of the model and we’ll look at how this can help you as a manager, business owner, or HR team.
Who is Bruce Tuckman and Why His Model Matters
Bruce Tuckman was a psychologist specializing in group dynamics and organizational behaviour.
His research paper published in 1965 gave us the Forming-Storming-Norming-Performing model, and which is now used by companies worldwide.
This framework was re-visited in 1977, when Tuckman decided to add a fifth stage to the model and this saw Adjourning, become the fifth stage of the model.
In this fifth stage, as we’ll cover later in this post, Tuckman added to include the importance of how a project or team is disbanded (and how this can be used for later projects).
The popularity of this model has been strong, due I would say to it adaptability across different workplace contexts.
Whether managing a business team at work, a student group, or a sports team, for example, Tuckman’s framework can be used for building a stronger and more effective team.
The Five Stages of Group Development
1. Forming
Key Characteristics
- High energy and optimism
- Uncertainty about team roles and goals
- Polite, surface-level interactions
- Dependence on a leader for guidance
In this Forming stage, there is often a sense of excitement, anticipation and interesting social dynamic, as team members meet their new team.
At the same time though, there is also often a sense of caution and reservations about what to expect.
They usually focus on getting to know each other and to try and understand the project scope.
However, roles, responsibilities, and expectations are often unclear.
Challenges
- Ambiguity surrounding goals and structure
- Hesitation to voice opinions or ask questions
How You Can Guide the Team
- Provide clear guidance on the project’s objectives.
- Establish initial roles and responsibilities.
- Build trust by finding ways to create an environment where open dialogue and inclusive decision-making become the norm.
Studies emphasize that early trust-building during the Forming stage sets the foundation for long-term team success (Mayer et al., 1995).
Effective onboarding processes can also help create an initial sense of clarity and purpose.
2. Storming
Key Characteristics
- Conflicts and power struggles
- Disagreement over goals, processes, and roles
- Testing leadership authority
- Frustration and stress
As the honeymoon phase ends, differences in work styles, personalities, and expectations become evident and come to the fore.
Team members may start challenging leadership, compete for influence, or struggle if any roles are unclear.
This stage is characterized by tension and potential conflicts, which can derail progress if not properly managed.
Challenges
- Difficulty resolving disagreements
- Loss of motivation or trust
How Leaders Can Guide the Team
- Encourage healthy conflict resolution through structured discussions.
- Mediate conflicts and address misunderstandings directly.
- Reiterate the team’s shared goals to refocus members.
Example
You create a new marketing team for the launch of a brand-new product.
Initial disagreements over the campaign’s direction started to cause delays.
However, by creating a forum for open discussions and clarifying roles, the team becomes realigned and starts to work well together and in the end, they deliver a successful campaign on time.
Indeed, research suggests that well-managed conflict during the Storming stage can improve group cohesion and creativity in the long run (Jehn & Mannix, 2001). Teams that face challenges early and overcome them often emerge stronger.
3. Norming
Key Characteristics
- Improved cooperation and collaboration
- Clearer roles and responsibilities
- Development of team norms and culture
- Increased trust and group cohesion
The team begins to resolve conflicts and establish an understanding, and the team members moe forward with a shared sense of purpose.
In this stage, team members will normally at this point, recognize the strengths and abilities of their colleagues, as a more supportive and collaborative environment develops.
Challenges
- Complacency or lack of innovation
- Potential relapse into conflicts
How You Can Guide the Team
- Reinforce positive behaviours and successes.
- Monitor performance and address issues proactively.
- Celebrate milestones to maintain motivation.
Example
A shoe outlet and factory team initially struggled with task prioritization.
During the Norming stage though, they then began to establish a daily stand-up meeting to build better communication and to reduce confusion.
This quite simple change dramatically improved their efficiency and collaboration.
High-performing teams thrive in environments that foster psychological safety, where members feel safe to voice concerns without fear of judgment (Edmondson, 1999).
4. Performing
Key Characteristics
- High productivity and morale
- Autonomous problem-solving
- Effective decision-making
- Minimal supervision needed
In this stage, the team should be operating quite efficiently.
Each person should understand their role, and hopefully, the team will be working effectively and efficiently towards the end goal.
In this stage, creativity and innovation are often at their peak.
Challenges
- Sustaining high performance over time
- Avoiding burnout
How You Can Guide the Team
- Provide continuous feedback and encouragement.
- Offer growth opportunities through new challenges.
- Recognize individual and team achievements.
Teams in the Performing stage experience higher job satisfaction and retention rates due to their cohesive and autonomous nature (Wheelan, 2009).
Example
A new adventure travel company team were initially bogged down by internal disagreements.
By streamlining their project management approach, productivity soon skyrocketed, leading to a successful product launch for the new adventure trips.
The manager of the team did a great job of identifying bottlenecks that existed in the form of a lack of direction for each person and some confusion over roles and how much ownership they could each take of their roles.
By guiding team members to take ownership of solutions.
In this phase, flexibility and adaptability are crucial for sustaining productivity. Leaders should focus on identifying potential challenges that may arise even in high-performing teams.
For example, rotating roles or introducing new responsibilities can maintain engagement and prevent stagnation.
5. Adjourning
Key Characteristics
- Completion of tasks or project
- Reflection and evaluation
- Emotional responses, including pride or sadness
The Adjourning stage signifies the end of the team’s time together, whether due to project completion or organizational restructuring.
Team members can often feel a range of emotions as they reflect on what they have achieved and learned, as they now begin to think about their new roles, after this project.
Challenges
- Lack of closure leads to unresolved issues
- Disruption of team dynamics if not handled properly
How You Can Guide the Team
- Holding a debriefing session can be extremely useful to discuss lessons learned, what issues were overcome, and things to consider and learn for future projects.
- Celebrate achievements and acknowledge individual contributions.
- Provide career development opportunities for team members.
Reflective practices during the Adjourning stage improve future team performance by highlighting both successes and areas for improvement (Kolb, 1984).
Criticisms and Limitations of Tuckman’s Model
While Tuckman’s model is widely used, it is not without its critics:
- Oversimplification: Real-world teams often experience nonlinear progress or skip stages altogether.
- Cultural Differences: Diverse teams may face unique challenges not captured by the model.
- Complementary Models: Frameworks like Lencioni’s Five Dysfunctions of a Team offer additional perspectives on team dynamics.
Tuckman’s model we should perhaps remember is just that, it is a model.
It is not an exact guide but something you can use as a tool to guide you and to help you!
Furthermore, various team settings, such as cross-functional teams, remote collaborations, or multinational projects, may demand tailored approaches.
Leaders should remain flexible and consider context-specific factors when applying the model.
Practical Tips for Leaders to Navigate Each Stage
- Forming: Provide structured onboarding and clarity around roles.
- Storming: Build conflict resolution and encourage constructive feedback.
- Norming: Promote team-building activities and reward collaboration.
- Performing: Continuously offer feedback and celebrate successes.
- Adjourning: Facilitate reflection and provide closure.
One additional tip for leaders navigating through multiple stages is continuous assessment.
Regular check-ins and team assessments can help identify where the team currently stands, ensuring that interventions are applied when necessary.
Real-World Applications of Tuckman’s Model
- In Business Settings: Managing cross-functional project teams in startups and businesses.
- In Education: Teachers use the model to guide student group projects and ensure collaborative learning.
- In Sports Teams: Coaches help athletes navigate interpersonal dynamics for peak performance.
A particularly useful application of this model is in remote teams, where the physical separation can exacerbate challenges in the Storming and Norming phases.
Virtual team-building exercises and structured communication channels can bridge these gaps and keep the team on track.
Final Thoughts: Why Understanding Team Development Matters
Effective teams do not just happen by accident – they evolve.
By understanding and guiding teams through the Forming, Storming, Norming, Performing, and Adjourning stages, you can begin to unlock your team’s full potential.
Whether you’re a manager, teacher, or coach, applying Tuckman’s model can help you foster stronger, more productive teams.
Recognizing that setbacks are normal, especially during the Storming phase, is key to successful team navigation.
Teams that persevere through challenges often emerge more cohesive and efficient.
As a leader, your role is to support and adapt, knowing that growth isn’t always linear.
What stage is your team currently in? Take the time to assess, implement the tips shared here, and watch your team thrive.
Additional Resources and References
These articles are handy if you want to learn further about the five stages of team building and forming storming norming and performing stages into your workflow.
will deepen your understanding and provide actionable insights for managing group dynamics effectively.
Paul is Co-Founder of Symonds Research and is a qualified researcher with a PhD in wayfinding. Paul helps the team at Symonds Research build and focus on providing high-quality training materials packages and programs for trainers, classroom teachers and HR departments.