Understanding Team Development Stages

Understanding team development stages is crucial for enhancing team effectiveness, particularly in virtual environments. The stages include forming, storming, norming, performing, and adjourning, each requiring tailored strategies for smooth transitions and increased productivity.

TL;DR

Comprehending the stages of team development is essential for managers and team leaders—particularly those guiding remote teams. Bruce W. Tuckman introduced them in 1965, and they provide a helpful roadmap for increasing team effectiveness, whether in-person or virtual.

• Forming: This is the initial phase where team members come together to establish roles and recognize distinct dynamics within the group. With the shift to remote work, managers should concentrate on building connections and ensuring everyone is clear about their tasks and objectives. By selecting employees who fit well, leaders can set the stage for a cohesive working environment.

Tip

In online teams, use video calls to make initial introductions more personal and foster stronger initial connections.

• Storming: Conflict during this stage is typical and stems from team members voicing different opinions. Remote teams may find it challenging to navigate these tensions without face-to-face interaction. Managers can play a crucial role by encouraging open communication and documenting solutions to ensure clarity and maintain professionalism during disputes, enhancing cohesion.

“The Storming phase is a critical time in the team development cycle. Teams must navigate differing opinions and conflicts to find their collaborative stride.”

• Norming: Once differences are managed, teams begin to collaborate effectively. For remote teams, clear communication and regular updates are key to maintaining alignment and accountability. Establishing norms and shared values aids in building trust and respect among team members, fostering a supportive team environment.

• Performing: At this stage, teams achieve high efficiency and synergy. Remote teams must stay aware of potential distractions and maintain trust and open channels for feedback. Leaders should focus on supporting independent accountability while providing the necessary resources for continuous productivity improvements.

• Adjourning: After completing tasks or projects, teams need to transition smoothly. Managers should recognize the team’s contributions and facilitate reflection on achievements. This not only helps in providing closure but also prepares team members for future projects by documenting lessons learned.

By guiding teams through each stage, leaders can ensure smooth transitions and cultivate successful, highly productive remote teams. These strategies improve collaboration and increase the chances of project success, essential in a fast-evolving work landscape.

Fact

The stages of team development apply universally, whether a team is operating remotely or co-located.

Introduction

To lead remote marketing teams well, one must grasp the stages of team development. Psychologist Bruce Tuckman proposed a model that has served for decades as a tool to understand team dynamics. His model delineates five stages (or conditions) that teams typically go through: forming, storming, norming, performing, and adjourning. Understanding what these conditions entail and the “why” behind them can help a team leader ensure that their team moves forward to achieve its collective goal.

Managing a team in the virtual world adds a layer of complexity due to things like the virtual space and absence of physical presence. Leaders must see beyond what is right in front of them; they must have an understanding of team dynamics. This is even more critical when it comes to the “storming” phase of team development. What can exacerbate a “remote” environment even further? Conflict in a team that is not physically together can most dangerously lead to a breakdown of future team functioning.

Example

A leader noticed a dip in communication during the forming stage of a virtual team and resolved it by setting clearer goals and roles, ensuring smoother progression through other stages.

“When we work with teams that are not in the same physical space, we have the chance to work with a virtual global inclusive workforce.” – Rebecca Bakken

Rebecca Bakken, a digital content producer, highlights the importance of virtual teamwork. In the virtual world, overcoming the challenges of team dynamics and group processes can lead to better and more meaningful outcomes. Bakken’s team happens to be global, with members working in different time zones. Even so, Bakken believes that everyone on her team has a place and a purpose.

When it comes to team leaders, making sense of what the stages are can completely flip their way of seeing how the team is operating. Leaders often say they wish the team members would just communicate more. But if the leader doesn’t understand that common problems in the early stages can lead to a lack of motivation to communicate, then the leader may not be addressing the real issue. And if the leader does address the issue but with an ineffective strategy, then we have a parallel discussion going on that looks like the first scene of a bad buddy cop movie. More on this framework can be found in the detailed description of Tuckman’s stages.

Background on Tuckman’s Stages

In 1965, psychologist Bruce Tuckman devised a framework that continues to serve as a foundation for understanding how teams develop. Tuckman’s Model could not be more straightforward in its depiction of the journey, or should we say the “stages of development,” that teams undertake on their way to reaching their potential. Teams do not always advance linearly through the stages, but they are said to move through them to some extent as they work together. The stages were initially named forming, storming, and norming. Finally, Tuckman named the stage in which we hope all teams end up—performing. He worked with Mary Ann Jensen in 1977 to add the fifth stage, adjourning, to the model Tuckman’s Model.

Fact

Tuckman’s initial model had only four stages, with the “adjourning” stage added later in collaboration with Mary Ann Jensen.

“Teams do not always advance linearly through the stages, but they are said to move through them to some extent as they work together.” – Bruce Tuckman

The model accents how interpersonal relationships and task activities share a balance in teams. It proposes that as teams navigate through these stages, they become mature enough to collaborate effectively. Team leadership is dynamic, starting with a directing approach when the team is forming and storming and culminating with a more hands-off, delegative approach when the team is performing. Tuckman’s work is well known, and his model is extensively applied in the project management and human resources fields because it is good to know when driving a group of individuals towards performance what the group will likely look like at different intervals on the timeline, particularly in understanding team dynamics.

Let’s take apart these stages to comprehend their influence more fully.

• Forming: Members come together, often filled with enthusiasm but also uncertainty about their roles. The environment is polite, with team members heavily relying on their leader for direction.

• Storming: As individual perspectives begin to surface, conflicts may arise. Team members challenge each other, leading to tension and disputes that need resolution.

• Norming: Order starts to emerge. Roles are clearer, relationships strengthen, and collaboration takes a front seat. The leader’s role shifts to encouraging this newfound unity.

• Performing: The team reaches peak functionality with minimal oversight. Members are motivated, competent, and handle challenges effectively, thriving on their independence.

• Adjourning: As the project concludes, the team disbands. It’s a time for reflection and closure, often requiring strong leadership to manage the emotional transition.

Tip

Encouraging mentorship where experienced team members guide newer ones can enhance the norming process.

Grasping and executing Tuckman’s Model enables leaders to steer teams through the stormy stages of group development en route to high performance and lovely team cohesion. It’s not enough for a leader just to know the model; she must apply its wisdom at the right time to the right stage.

Forming

The “Forming” stage of team development marks the coming together of team members, who are often a swirl of excitement and anxiety as they try to figure out both their individual and shared roles. It’s a major stage because the interactions established here set the foundation for what follows. When you’re in the “Forming” stage, it’s a good idea to have a socially skilled leader or figurehead who can deftly guide the group through the awkward initial interactions that will define its future character.

A primary worry for team leaders at this stage is to guarantee that all team members understand precisely what the project goals are and what their individual roles are.

“Roles and responsibilities become clear and acceptable for team members” – Bruce Tuckman

But these things do have to get cleared up at some point, and this is the point at which that happens.

To provide your team with solid backing in this critical initial phase, think about employing these tactics:

• Clear Communication: Clearly explain each member’s role and the project’s objectives. This reduces uncertainty and provides a sense of purpose.
• Project Roadmap: Share a structured roadmap detailing the project’s timeline and milestones. This transparency helps align individual efforts with collective goals.

Tip

Use visual aids like flowcharts or diagrams to communicate roles and objectives effectively.

• Tools for Collaboration: Utilize project management software to plan and assign tasks efficiently. These tools facilitate task tracking and increase visibility into project progress.
• Initial Meetings: Foster an environment of open communication by organizing initial meetings via video conferencing platforms. These meetings allow team members to introduce themselves and begin forming professional bonds.

Understanding the importance of the forming stage empowers team leaders to create a supportive framework that encourages open dialogue and gradual relationship building. As trust develops, teams will start to feel more comfortable contributing ideas and navigating potential challenges together, setting the stage for their transition into subsequent development stages.

Storming

The storming stage of team development is where a team may experience conflict and competition. During this phase, team members may become more comfortable asserting their ideas, opinions — and even their egos. For leaders and managers, this part of the development process can be a little hard to watch. Clear and respectful communication among team members is essential for moving beyond this phase. If the team fails to do so, these underlying issues can cause trouble for the team later on.

“Conflict can be good for a team—it serves an important function. But when conflict becomes ‘personal’ on a team … team members become less cohesive and effective. The result is diminished productivity and reduced innovation.”

Tip

Encourage regular one-on-one sessions between conflicting members to resolve disputes quietly and effectively.

If left to fester, conflicts can sap a team’s coherence and diminish its overall productivity. According to an article by Forbes, unresolved conflict diminishes both team cohesion and effectiveness, leading to decreased productivity and innovation.

Facilitating Discussions

How managers handle conflict in the workplace can set the tone for the entire team—kapow! or kazoo! Most people do not like conflict. They do not like being in it, and they do not like witnessing it. Partners who are conflicting may handle their situation like a fistfight or a chess match: one partner trying to punch or outmaneuver the other, while all the time being mindful that some kind of resolution has to happen if the partnership is going to endure. As noted by Psychology Today, shared goals and empathy aid in reducing internal tension and increasing compassion during disagreements. And, when it comes to partnerships in the workplace, no one wants it to be a punch or chess kind of thing.

Documenting and Organizing Solutions

One effective way to handle conflicts in the future is to document the resolutions and strategies agreed upon by the team. This serves as a reference for any similar future situations, and as the team progresses, it helps in maintaining consistency in handling conflicts. Tools that serve as collaboration platforms for the team also serve as organizing and centralizing mechanisms for the documentation. These tools, and the ease they afford in referencing what has already been decided upon, ensure that all team members are “on the same page” and that the current progress of the team is always in line with what has already been resolved.

When team leaders manage conflicts well, team productivity increases. Promoting harmony in the workplace through well-managed conflict resolution not only enhances team productivity but also fosters an environment where innovative ideas can thrive without the impediment of unresolved disputes. Resolving conflict and communicating clearly are the two skills most necessary to lead a team through the storming stage with minimal disruption. Both skills are also essential for any leader who aspires to harmony in the workspace. Proven strategies that leaders can employ during this stage include collaboration, compromising, and accommodating, which are strategies highlighted by the Arbinger Institute.

Norming

The teams in the team development model proposed by Bruce Tuckman progress through a set of clearly defined stages: forming, storming, norming, and performing. The norming stage of team development occurs when team members learn how to work together. This stage is when team members fall into a pretty good rhythm of working together. But better than just a rhythm, there is a collaboration that is happening now on this team. The members are communicating clearly; there is some trust inherent among team members; and maybe even an appreciation for one another’s strengths.

“Processes, such as team norms, are essential for guiding team dynamics. These implicit standards of behavior help maintain the team’s cohesiveness and motivate members to adhere to what the team expects of them.”

An important facet of the norming stage is the recognition and embrace of distinct individual roles. Teams start to form malleable norms that generate an atmosphere well-suited for the open expression of ideas and the friendly confrontation of difficulties. Members become much more accepting of critique that is meant to build rather than to break. The leader of the team has a lot to do with how far or how well the team travels along the path of progress. One way to keep the team traveling well is to keep it meeting, in effect, using the meeting as a vehicle of steering and momentum.

Example

A team adopted weekly brainstorming sessions during the norming stage, leading to innovative solutions for ongoing challenges.

It is essential to partake in activities that sustain team spirit. This means arranging online events or straightforward exercises in group dynamics to cultivate familiarity and togetherness among team members, and also, admittedly, to keep the project in good working order. Much of what I do maintains the illusion that I am working on the project while I actually am not (a kind of harmless fraud). I also do what I can to help the team members find and exploit their areas of strength.

Processes, such as team norms, are essential for guiding team dynamics. These implicit standards of behavior help maintain the team’s cohesiveness and motivate members to adhere to what the team expects of them. In this context, it is invaluable to have regular check-ins. These allow the leader to see into the team’s dynamic and to address any emerging issues before they become real problems.

Using communication tools effectively is of utmost importance. Programs such as Microsoft Teams and Zoom allow for effortless updates and meetings, which cultivate a transparent and dialogic culture. Yet despite these tools and their increasing ubiquity, many remote teams still struggle to maintain a constant and even temperature of communication.

By actively supporting the norming stage through structured communication and regular interactions, team leaders can facilitate a more collaborative working environment and set a strong foundation for the Performing stage.

Performing

The “Performing” phase is marked by peak efficiency and effectiveness. At this juncture, a team operates with a high level of collaboration and trust, with each member understanding their duties and working in concert toward the overall aim. Getting to this spot seems to require aligning not just the team’s goals but also its collective energy with the organization’s larger mission; using communication that is in no way cloudy or unclear; and engaging in some form of regular assessment that seems to function like a tune-up.

Fact

In high-performing teams, roles and responsibilities are so well understood that leadership becomes more of a facilitative rather than directive role.

Team leaders can ensure it stays on course and in sync with teamwork. Teamwork can sometimes happen in fits and starts, especially when members juggle other responsibilities. But team leaders can take steps to ensure that there is always forward movement, even if it is not always easy to see. Leaders can reinforce and maintain team focus, minimize unnecessary distractions, and help the team prioritize what needs to be prioritized. Team members tend to shift the “U” in “curve of constructive tension” upward, giving you and them more space to breathe creatively.

“Using clear, easy-to-understand tools that automate the drudge work can save teams wonderfully from having to do that work, allowing them to focus on the business of actually running the business.”

Using clear, easy-to-understand tools that automate the drudge work can save teams wonderfully from having to do that work, allowing them to focus on the business of actually running the business. When you look at the features of these tools, it does seem as if they were built for operational efficiency. They must cover the basics: the processes cannot be complicated, and they will allow for some ‘intelligence,’ in the sense that they can do even the most basic of tasks without someone having to tell them to do it.

Sustaining high performance relies on another key aspect: feedback mechanisms. Even though some people don’t relish the thought, giving and receiving feedback in a team environment is essential to a team growing and changing in positive ways. The team as a whole and its individual members get much-needed insight from the feedback in determining both strengths and weaknesses. And with that knowledge, they can make informed decisions on their next steps.

By championing a people-centric culture, as emphasized in discussions about operational efficiency, we often hear about the need for a culture focused mostly on people. But what does that actually mean? Well, if you want a team to work well together, it has to have strong dynamics. For a long time, I thought that team dynamics were a common-sense part of team life—something that everyone knew was key to a team’s success because it was a part of my life in successful teams. But team dynamics is a very neglected part of the conversation about teams.

Put simply, a team that performs adapts, creates, and always fulfills the goals it sets. The force that drives a team like this is not just astute leadership but also something less abstract—tools that help the team do what it needs to do. These can be as simple as a schedule that helps the team stay on task or more complex mechanisms that enable team members to interact and share ideas.

Adjourning

When teams finish their work and disband, leaders meet unique challenges during a team’s final phase. The Adjourning stage, a part of Bruce W. Tuckman’s team development model, necessitates certain actions and words from leaders, such as reflecting on the team’s work, gathering helpful feedback, and ensuring team members can part without undue emotional burden. If leaders bung this last act, it’s certain that some small but pregnant with meaning negative reflections will be on some team members’ minds the next time they are called to convene a group. Doing it right, though, should yield a set of “building blocks of memory” that will serve the team well when next they are called upon to work together.

Tip

Facilitate a final gathering or ‘farewell’ meeting to provide closure and celebrate team successes.

This phase is not merely about going over what the team has done; it’s about figuring out what to do next. To do this, teams often convene and engage in discussions that straddle two big topics: what the team has done (this often leads to a conversation about what has been successful and what has not) and what the team should do differently moving forward. There are many ways to have this conversation, but all should uphold a few key agreements: focus on the work, not the people; be as honest as possible; and think about the future, not just the past. This can be facilitated through activities like creating a “History Map,” a visual tool that helps teams trace their journey and celebrate both successes and challenges. It’s a structured way to ensure lessons learned inform future projects.

“Teaching is a reflective practice, and the more you reflect, the better you get.”

In an atmosphere where feedback can be exchanged honestly, team leaders have an essential role. They must conduct brainstorming sessions to help dig out strategies for pinpointing improvement areas and to guarantee that every team member’s voice is heard. Video conferencing can act as a powerful enabler here, allowing team members to share feedback in a safe, structured environment.

The adjourning stage can be completed successfully if individual contributions are recognized and valued. Simple celebrations can do the trick; award ceremonies, for instance, can place the spotlight on personal achievements and connections within the team. As noted by Creately, fostering a sense of closure through celebration can help maintain high morale and prepare the team for upcoming challenges. Celebrating can also help maintain momentum and morale as a team transitions from one stage to the next. It can keep spirits up, in other words, as a team prepares to challenge the next set of obstacles encountered in the path toward the ensemble’s shared vision.

Recording lessons and experiences can set the stage for future success. This is especially true in the professional realm of teaching, where effective documentation can capture the kind of insightful feedback that projects an individual into the next level of their career.

It is fundamental to focus on the emotional shifts undergoing team members during times of change. When something like a merger occurs, team members might experience anxiety, relief, or even sadness. Logic dictates that emotions felt during critical life events warrant serious attention, and with the support of MIT Human Resources, we are learning to be better supporters of our team members during these times. Whether a team member’s emotional response makes sense to us or not, it is crucial to hold space for all responses and to validate the conditions prompting them.

Team leaders can conduct the Adjourning stage with care and, in doing so, can bring about a successful and positive ending project for the team. Adjourning: It is that stage that takes place after a project’s work is finished. It leads toward a team’s dissolution. Or does it? Taking a closer look at Adjourning, at what project team members do and feel during this stage, reveals why this stage is so important.

Conclusion

Fostering remote teams that work well and achieve the goals set for them is a challenge. These are virtual teams that have no physical space in which to interact. They do not share a common office in which to confer, with colleagues just a workday away. Indeed, in virtual teams, spaced apart in time and geography, there is no common workspace at all. And yet, these teams must space together in time and geography to collaborate to achieve their team’s goals.

Tip

Leverage digital tools like Any.do to enhance communication and organization in remote teams.

“Communication is key during formation, and any tools that could help enhance the flow of information—such as Any.do’s To-do list and calendar apps—should be employed to fullest advantage.”

The formation of a team occurs when its members meet and work to define their individual and collective roles. It is essential that facilitation leaders ensure that the initial meeting serves as an opportunity for all members to get acquainted. This is particularly important for members who may be collaborating across far-flung locales and time zones.

When teams reach the norming stage, they start making progress in the direction of their project. They work more in harmony, and tools like Any.do’s project management system become useful for keeping things clear and understandable. In the performing stage, it’s all about the team functioning as this high-velocity organism. If it was necessary to put a watching eye over the project in the first two stages, now the organism can self-sustain with reminders and daily planners.

The adjourning stage allows teams to think back on their shared experiences. This is the stage where they get to do a nice little review of everything that happened. And what could be better for that than an uplifting reminder for Web of how far you’ve come, accompanied by a gentle nudge toward those pesky problem areas that you still need to work on?

Leading remote teams requires an adaptive style that promotes flexibility and emphasizes continuous learning. As the so-called “virtual workplace” becomes more common, exploring tools that facilitate online collaboration could support teams during their transition to this new environment. Yet, whether a team is in transition or well established in remote work, using such tools should make the team’s online presence more productive and harmonious.