2 | Framework: Bruce Tuckman's Stages of Team Development
Did you know that every team evolves to high performance through a predictable set of stages? Knowing what to expect at each of the stages can help reduce overwhelm and frustration on your team. And it can help you pinpoint interventions that are most likely to help get you unstuck and back on track.
In this episode, I share Bruce Tuckman's stages of group development and describe how each stages looks for teams. I also identify the task, process, and relationship challenges in each stage and offer tips on how to accelerate through the stages to get to high performance faster.
Episode Contents:
A common mistake managers make (0:52)
Stage 1: Forming (6:40)
Stage 2: Storming (10:23)
Stage 3: Norming (13:35)
Stage 4: Performing (16:39)
Stage 5: Transforming (20:21)
Resources mentioned in this episode:
Free PDF download with a summary of the stages and what managers can do to accelerate through them to reach high performance
Ginger Lapid-Bogda’s book - Transform Your Team with the Enneagram
The Turning Towards Each Other Workbook has tons of exercises for teams to work through that rely on principles of non-violent communication.
Article on the stages from MindTools and a summary from West Chester University
Have a favorite podcast player? Here are direct episode links to:
Transcript
In a perfect world, team members would work seamlessly together from day one. They would get along, communicate well, and productively focus on the team mission. Unfortunately, the reality is that it takes time for teams to reach peak effectiveness.
A common mistake teams make is getting so focused on their tasks and what they are expected to accomplish that they get impatient with anything they think gets in the way of the work. In other words, we want to skip ahead to high performance. But that never works because you skip all the important stages that get you there. There is a famous saying that sometimes you have to go slow to go fast, and that applies here.
But most people don’t know that, so one way managers try to help their team is by waiting for acute issues to come up and dealing with them by applying generic advice they read in an article or book and hoping it’ll be just the thing to get their team unstuck.
And of course we do this! Everywhere you look there is management advice - in the news, on your Instagram feed, Youtube videos, or LinkedIn articles - where we are being fed the latest findings in research and encouraged to apply reductionistic best practices (or read the latest book!) in order to go from good to great. So of course this is a normal thing to do…
The reality is that the specific practices they recommend may not even apply to you or be helpful for your team right now (if they weren’t clickbait to get your attention in the first place). And worse, it has you focused on the wrong things - trying to perfect or implement a new tactic vs. being able to focus on your customers or clients and removing the obstacles your team needs to meet their needs even better.
Think about it - if you are a parent, do you apply the same parenting advice to all of your kids - regardless of how old they are or what their individual personalities are? NO! So why do we think this will work with teams?
I don’t mean to suggest that as a manager you are like a parent to your team. Not at all - that paternalistic attitude is another mistake I see managers making - and we will address that in another episode.
My point is that the reason you feel overwhelmed sometimes when working on your team is that you can’t see the hidden patterns that are at play. And when you can’t predict what is coming, it makes things feel especially chaotic or hard. And when you are in a space of fear or uncertainty, then you tend to start throwing spaghetti against the wall to see what will stick. And that isn’t usually a great strategy in business.
If you want to be an effective manager, you have to understand what your team needs to move them to the next level. You have to be able to understand both the personality dynamics at play and people’s natural motivations and strengths - but you also have to understand the stage of development your team is in. When you do, you can identify the most effective strategies and tactics to move your team forward and stop wasting your time on stuff that doesn’t fit you right now.
So today I’m going to introduce you to a framework that will help you understand why your team is struggling with certain things and what you can do about it.
Bruce Tuckman was a psychologist who described the natural ways groups evolve, whether they are conscious of it or not. He proposed a model in 1965 that explains that as the team develops maturity and ability, relationships establish and leadership changes to be more collaborative or shared.
He identified 5 stages of development that teams consistently go through as they transition from strangers to co-creators, and when you understand these stages you’ll know how to help your team become more effective because there are tactics you can employ at each stage to accelerate growth.
The 5 stages are sequential and they are: forming, storming, norming, performing, and transforming.
You might imagine the stages of development as steps that move up and to the right over time. But it isn’t a linear process, and it is filled with peaks and valleys like a roller coaster - An even more accurate way to visualize the stages is a cycle...
Teams cycle through these stages over time in a predictable pattern. Each time a new team member joins the team, you go back to the forming stage and have to work your way through each stage again.
It is really important to understand that you go through all of these stages sequentially. It is normal to feel impatient and want to move forward faster or skip ahead to the good stuff. But when this happens, the team will never fully form and then will get stuck at a stage or oscillate between early stages.
So the second important thing to know about these stages is that it isn’t possible to skip stages. but you can shorten the amount of time you spend in a stage before moving to the next one once you understand what is needed in that phase of development to build a solid foundation for collaboration.
👉 I have a pdf that goes along with this episode you can download at michellekayanderson.com/stages to help you visualize this.
Let me walk you through these stages and the typical behaviors that you’ll find in each one. I’m diving in deep to give you the goods here. First, I’ll define the stage and give you a sense of the vibe for each. Then I’ll identify the role of the leader and share some general patterns of behavior. And finally, I’ll identify the key task and relationship challenges at that stage that need to be overcome in order to advance to the next stage.
STAGE 1: FORMING
We assume that high-performing teams just happen or they don’t - believing that strong relationships emerge only after the team has worked together for a while. But as an organizational development consultant and Enneagram practitioner, Ginger Lapid-Bogda, Ph.D., argues in her book Transform your Team with the Enneagram, the truth is that good team relationships need to start at the beginning rather than wait until the end. Because the problems that show up at the beginning, will tend to get amplified over time - not resolved on their own.
So in the first stage of team development, the forming stage, teams are in the process of creating the structure. People are getting oriented to both the work of the team and the people on it. Basically, they are asking - “What are we supposed to be doing and who are we?”
Most people are on their best behavior and try to avoid conflict because everyone has a natural instinct to be accepted by the group. Team members are typically unsure of what the team’s purpose is, how they fit in, or how exactly we are going to work together. The only thing they really have in common is their manager or possibly background or expertise.
So a lot of attention tends to go to getting to know each other while dealing with routine tasks and setting goals. So this stage can feel quite comfortable in that way. People won’t necessarily voice their opinions because they won’t risk the relationship in this early stage.
There is typically a high level of independent work at this time while people try to deal with a lack of clarity on where we are headed.
There may be a lot of anxiety, curiosity, or excitement to get things going depending on the personality style of the team member.
Either way, everyone tends to look to the leader for direction at this stage. So the leader’s job in this stage is to clearly communicate “This is where we need to go!”
General patterns of behavior in the forming stage:
Engage in polite interactions but not deep ones.
Act guarded and careful with each other. Tentative joining in conversations.
Ask numerous questions about what they should be doing.
Rarely express disagreements in order to avoid controversy.
Act dependent on the leader for guidance, direction, problem-solving, and resolving issues - related to a need for safety and approval
Share limited information about themselves.
Cliques may form.
Attempt to define tasks, processes, and how decision-making will work
Discussion of problems not relevant to the task
In her book, Ginger describes two types of challenges that every team faces in each stage of development. She calls the first type of challenge an alignment challenge - the what or tasks that we are focusing on. Alignment allows team members to know where they are going together and why what they’re doing matters.
Alignment challenges in the forming stage are: What is our purpose, goals, deliverables, and ways of working together?
And the second type of challenge Ginger calls the attunement challenge - these challenges are around how we work together and can be thought of as process questions. Attuned teams are ones that feel connected to each other because we understand what is needed and we genuinely care about each other. Attunement fuels the energy and passion to move forward together as a team.
Attunement challenges in the forming stage look like: Who are we, both as individuals and as a team, and are we all included as team members?
To advance from this stage to the next stage, each member must relinquish the comfort zone of non-threatening topics and risk the possibility of conflict.
STAGE 2: STORMING
The storming stage begins to occur as the process of organizing tasks and processes surface interpersonal conflicts. Leadership, power, and structural issues dominate this stage. So this stage is about resolving the tensions, differences, and conflicts that prevent the forward momentum of the team.
Have you ever felt like you weren’t sure if you agree with where the team is headed or what is the best way to get there? Or were sick of having the same conversations or arguments over and over again? If so, you are probably in the storming stage.
This is where you tend to see high levels of conflict as people start to show more of their true colors or preferences that naturally clash with other people’s styles. Team members start opening up to each other and are more likely to confront and challenge others, pushing against established boundaries. Different ideas and perspectives start competing with each other for attention.
This enables the team to uncover contentious issues, problems, and differences. It may however also lead to the protection of interests and positions, egoic win-lose scenarios, competitive behaviors, blaming, and the formation of factions or silos.
At this stage team members may challenge your authority or management style, or even the team's mission. Left unchecked, this can lead to face-to-face confrontations or simmering online tensions.
If roles and responsibilities aren't yet clear, individuals might begin to feel overwhelmed by their workload or frustrated at a lack of progress.
Some teams work through this phase quickly, while other teams may get stuck in storming for an extended period of time.
General patterns of behavior in the storming stage include:
Aggressive, argumentative conversations, posturing for position or dominance.
Passivity or conforming individual behavior, as well as avoiding each other.
Don’t listen to each other and interrupt one another.
Ignore or act aggressively toward the leader.
Vying for leadership. Can be power struggles or clashes.
Lack of role clarity or consensus-seeking behaviors.
Sub-groups form that discuss issues privately and/or scapegoat other team members.
Non-productive competition among team members.
Lack of progress or establishment of unrealistic goals.
Concerns over excessive work.
Alignment or task challenges: Are we all in agreement about where we’re going and how we’re getting there?
Attunement or process challenges: Are we bringing up and resolving areas of disagreement in a constructive way?
In order to progress to the next stage, group members must move from a "testing and proving" mentality to a problem-solving mentality. The most important trait in helping teams move to the next stage is the ability of team members to listen to their teammates - what are they trying to say?
STAGE 3: NORMING
Once individuals start resolving their differences, appreciate each other’s strengths, and come to a shared understanding of the way in which to do things, the team moves to the third stage of development. The norming phase enables the team to establish norms for working together, a common goal, and the preferred level of interdependence to ensure that results are achieved and problems are solved.
In this stage, the team members know one another better, so they feel more comfortable asking for help and offering constructive feedback. They share a stronger commitment to the team's goals, and they should make good progress toward them because they are willing to address and resolve challenges. Team members are able to acknowledge that the task at hand cannot be accomplished without the input of others.
Have you been on a team where you’ve been able to trust that others have your back? Where you feel like you are in it together and have confidence that things are going to work out okay? Where you feel like you have the freedom to express yourself and make a meaningful contribution? That’s the vibe of the norming stage.
As the group develops cohesion, leadership changes from ‘one’ teammate in charge to shared leadership. Team members learn they have to trust one another for shared leadership to be effective. And managers are more likely to encourage differences of opinion by asking questions like, “How would you propose to get there?”
As teams make agreements about expectations and how people will behave, they will naturally become more aligned and attuned as a team.
General patterns of behavior in the norming stage include:
Processes and procedures are agreed upon with a sincere attempt to make consensual decisions
Comfortable with relationships and generally effective conflict-resolution skills
Focus and energy on tasks
Balanced influence, shared problem-solving
Develop team routines and achieves task milestones
However, the most important issues are not brought up for discussion. Or topics are discussed, but with no resolution or no commitment to agreements.
Lack of participation or engagement from all team members in conversations.
Frustrations and irritations are expressed verbally and non-verbally, with no resolution.
Impatience with discussions taking too long.
Still has an over-reliance on the leader to determine working agreements instead of involving team members.
Alignment challenges: What agreements can we reach about how to operate more efficiently and effectively?
Attunement challenges: Are we using the most effective communication, problem-solving, and decision-making skills?
The major task function of stage three is the data flow between group members: They share feelings and ideas, solicit and give feedback to one another, and explore actions related to the task. Creativity is high. Collaboration emerges during this stage when the team work ethic and shared leadership are understood.
STAGE 4: PERFORMING
When a team is in flow and operating up to its potential, you know you are in the performing stage. Because of all of the hard work from previous stages - structuring the processes and getting clear on the goals and the role each member plays - they are likely to achieve their goals efficiently.
The Performing stage is not reached by all groups. If group members are able to evolve to stage four, their capacity, range, and depth of personal relations expand to true interdependence. In this stage, people can work independently, in subgroups, or as a total unit with equal competencies. These teams are often self-directed, requiring little external supervision as team members hold each other mutually accountable.
Judith Stein, from MIT's HR department, says of this stage, "Roles on the team may have become more fluid, with members taking on various roles and responsibilities as needed. Differences among members are appreciated and used to enhance the team's performance."
Ultimately, teams in the performing stage test the new ways of functioning to see if they get the desired results. If not, simply revisit the norms and make adjustments.
You know you are in this stage when teams start to overachieve and develop a strategic awareness of their market or customer - while also caring for each other while they focus on the work that needs to be done.
This feels highly productive both personally and professionally.
Dissent and transparency enable the team to work through challenges in a candid manner that allows for correction, learning, and support.
The role of a leader is to help each member get to the next phase or challenge. Asking questions like, “What would you need to make it happen?”
Note: Don’t try to keep people in this stage forever - you want to help people keep progressing. Finding new opportunities for your team members is a key part of this stage and will unfortunately send you back to a previous stage of development as you lose or introduce new team members.
Have you ever been on a team where you just had fun and genuinely felt excited about the project you were working on? Where you had lots of space to develop your skills or creatively solve problems? And where you felt like you were making meaningful progress on your goals? That’s the vibe of this stage.
General patterns of behavior in the performing stage include:
The team focuses on customer satisfaction as much or more than its own satisfaction.
The leader is no longer highly involved in smaller operational details and decision-making.
Team and individual successes are celebrated on a regular basis.
The team is resilient when faced with moderate or major changes.
Team members know how to manage themselves and the team so they don’t get burned out.
Unresolved issues from earlier stages of development get resolved easily.
Fully functional teams with clear roles and healthy levels of independence. The team is flexible as individuals adapt to meet the needs of other team members.
Better understand each other’s strengths and weaknesses and value the unique insights into group dynamics
Alignment challenges in the performing stage: Are we putting our customers first as we continuously learn and grow as an individual and a team?
Attunement challenges in the performing stage: Are we agile, resilient, and deploy supportive of each other, while also making sure we do not experience burnout?
STAGE 5: TRANSFORMING
The final stage happens when the team naturally changes or transitions. Groups transform when a project is complete and the group disperses, or when new goals or team members are added.
Sometimes this stage is called ADJOURNING. This wasn’t part of Tuckman’s original model, but it has been adapted by many to help describe what happens when the team has to say goodbye.
It is important to thank people for their contributions as they leave or to celebrate the work that you’ve done together when a project is finished.
Typically the goal has been met, or some major reorganization has occurred causing the team to disband and be redeployed elsewhere. People who are used to routine or have developed close relationships may find this a difficult time.
In this stage typically team members are ready to leave causing significant change to the team structure, membership, or purpose. While the group continues to perform productively they also need time to manage their feelings of termination and transition.
A planned conclusion usually includes recognition for participation and achievement and an opportunity for members to say their personal goodbyes. Concluding a group can create some apprehension, but can also be a cause for celebration and acknowledgment of a job well done.
You know you are in this stage when you see:
Visible signs of grief
Momentum slows down
People get restless
Or oscillating energy - Bursts of extreme energy usually followed by a lack of energy
The role of the leader in this stage is to
Be a good listener and help team members develop options for termination
Tie up loose ends and tasks
Provide an evaluation of the efforts of the team.
Recognize and reward team efforts
And reflect on collaborative learning that can be carried forth to the next opportunity
And that’s it! Now that you know the stages, you can start to look for signs of which stage your team is in and let that inform the type of leadership you use to help your team be more effective.
Even the most high-performing teams cycle through the stages of team development as circumstances change and different challenges present themselves. So just know, that whatever you are experiencing is perfectly normal! Just check in regularly with the team to figure out what stage you are in now and adjust your tactics accordingly, knowing that teams may go back and forth between stages.
When I work with teams, we run a personality report for the entire team that identifies not only what stage of development the team is in, but what specific behaviors are derailing performance + tactics the team can use to move through the stages more quickly to get to high-performance. Having insights into what personality styles are on the team, helps managers know EXACTLY how to approach individuals, how their style might be getting in the way, and how to design work that is more aligned with the natural strengths and motivations of the team.
If you haven’t already, you can download a free pdf that goes along with this episode at michellekayanderson.com/stages to help you visualize the stages.
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