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The Project Leader’s Guide to Using Tuckman’s Five-Stage Team Development Model
 Dec 23, 2014
 James L. Haner

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This guide is adapted from Bruce W. Tuckman, “Developmental Sequence in Small Groups,” Psychological Bulletin, (vol. 63, no. 6, pp
384-399, 1965) and various summaries of his work. This model is very helpful for understanding group dynamics and why some groups
fail to perform.

Assumptions: Each group must go through one stage before moving on to the next.  Every transgression could move the group back
to the previous level.  There is an assumption that group performance increases significantly after stage 2: Storming.

Stage 1 – Forming (Initiating the relationship)

High dependency on project leader. Ambiguity about roles and task as team members get together.  Polite behavior ensues.  Team
members learn about each other.  Ground rules are established for accomplishing the assigned task.

Team members ask, “How much do I want to invest in this group?”

Issues:

Establish identity and commitment.

Communicate goals and collaborate on objectives.
Facilitate relationships.

Your tasks:

Identify areas of discomfort or uncertainty

Test individual’s assumptions

Encourage members to listen carefully to each other
Slow down those that want to rush into the task.

Stage 2 – Storming (Surfacing Conflict)

Group leader required to facilitate dialogue and manage conflict. Followers become more proactive; taking on specific roles and
responsibilities.  Competition ensues; conflict and/or alliances may occur. Establish values and ground rules. Clarify roles,
responsibilities. Teach skills for communication and conflict resolution.
Team members ask, “Who has the power in this group?”

Issues:

Individuals worry about being accepted and whether to accept others.

Confusion and anxiety on what the group will do and how it will do it.

Members use indirect methods to discover boundaries.

Your tasks:

Practice joint problem solving

Encourage two way communication
Remind group that this is a normal stage

Address conflict directly and completely but with sincerity and openness.

Stage 3 – Norming (Forging a team)

Followers accept their roles.  Cooperation & cohesion ensues.  Consensus forms around group goals.  Manage plan   to successful
execution of  project tasks. Solicit and incorporate feedback. Provide encouraging feedback.

Team members ask, “”How do we want to function as a group?”

Issues:

Individuals become more concerned with the success of the team.

Members care about the quality of relationships with others.
Your tasks:

Encourage group to talk more openly about issues

Develop members’ feedback skills
Encourage group to manage itself (by establishing and refining roles, norms, leadership)

Stage 4 – Performing (Leveraging difference)

High productivity is achieved.  Trust is high; consensual validation exists.  Followers are recognized for specific contributions to the
group’s process. Build in time for fun and refreshment. Challenge and grow team members. Recognize and celebrate achievements.
Team members ask, “”How can we best get the task accomplished?”

Issues:

Team has sense of its own identity

Dealing with new members (must return to Forming stage)

Your tasks:

 Observe and offer feedback when asked

Remind group that relationship building is an on-going process
Support new ideas and approaches, tolerate creative tension

Stage 5 – Adjourning (Quitting or Reforming)

Followers exit the group and are replaced OR the group disbands.

Realistically, a work group’s performance is more complex than this model suggests; it is a good starting point for understanding why
some teams succeed and some teams fail.

For more about Tuckman’s team stages, have a look at Learning Tree’s Course: Project Management: Skills for Success.

James L. Haner

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 Leadership, Project Management

 communication, Leadership, managing teams, project manager competencies, project success, project teams, Tuckman

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