Stages Introduciton

Introduction



From extensive research in group dynamics and the process of team building, we know a great deal about how teams operate. Theory on team development predicts that teams, like individuals, pass through predictable stage over time. The most well known model is that of Bruce Tuckman.



In 1965, Bruce Tuckman published his famous model. Tuckman’s model identifies four distinct stages within a group’s life. In his studies of team behaviors, Tuckman described the stages as:

Forming

Storming

Norming

Performing



Final Stage

Teams have a finite life, a final stage. They form for a specific purpose and must disband once their mission is complete. Consequently, there is a fifth and final stage, sometimes called



Adjourning



Stages Reflect Two Aspects

The stages reflect two aspects or orientations of team development:

1. The tasks the team takes on, and

2. The interpersonal group process.



Things to Remember

Each stage is characteristically different and builds on the preceding one.



The linear progression of team development as described is not always sequential.



Teams cycle through the stages over and over depending on the make-up of the team.



Change in leadership or team members require returning to the forming stage.



Also, not paying attention to the important development steps at any one stage will cause the team to revert to that stage.



A successful group is one that can move deftly back and forth between these stages as circumstances change.



While the obvious goal is to get to the Performing stage as soon as possible, it is a fruitless exercise to attempt to skip stages in the development of the group. Although groups attempt it regularly, the result is a general distrust of groups and an assumption that a group will be unproductive.



Duration and Intensity

The duration and intensity of these stages vary from one team to the next. It may take months for one team to reach the performing stage, while another team is “performing” within a few weeks. Knowing that it is normal for a team to go through these stages will help your team understand and anticipate the process, and take action to build a more productive relationship.



The teaming process can be compared to a roller coaster ride. Progress will often proceed from climbing to stalling to falling. Feelings may go from excited, as the project begins; to bored or impatient, as team members realize the enormity of the project; to encouraged, as useful data and information are gathered; to frustrated, as a team meets roadblocks and has to formulate a new plan.

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