Forming-storming-norming-performing
From Biocrawler, the free encyclopedia.
The Forming – Storming – Norming – Performing model of team development was first proposed by Bruce Tuckman in 1965, who maintained that these phases are all necessary and inevitable - in order for the team to grow, to face up to challenges, to tackle problems, to find solutions, to plan work, and to deliver results. This model has become the basis for subsequent models of team dynamics and frequently used management theory to describe the behavior of existing teams.
| Contents |
Forming
In the first phase, the forming of the team takes place. The team meets and learns about the opportunity, agrees on goals and on the resources necessary to tackle the task. Team members tend to still behave quite independently. They may be motivated, but are relatively uninformed of the issues and objectives of the team.
Supervisors of the team during this phase tend to be directive.
Storming
Every group will then enter the storming stage in which different ideas compete for consideration. During this phase, the team addresses issues such as what problems they supposed to solve, how they will function and what leadership model they will accept. Team members open out to each other and confront each other’s perspectives. They are still relatively unacquainted with the project.
In some cases, the storming stage can be resolved quickly. In others, the team never leaves this stage.
The storming stage is necessary to the growth of the team. It can seem contentious, unpleasant and even painful to members of the team who are very averse to conflict. If improperly managed, this phase can become destructive to the team and will lower motivation.
Supervisors of the team during this phase may be more accessible but tend to still be directive in their guidance of the decision-making process.
Norming
At some point, the team will enter the norming stage. During this phase, team members adjust their behaviors to each other as they developing working habits that make the teamwork seem more natural and fluid. Team members often work through this stage by agreeing on rules, values, shared methods, working tools and even taboos. During this phase, team members begin to trust each other. Motivation increases as the team gets more acquainted with the project.
Teams in this phase may lose their creative edge if the norming behaviors become too strong and begin to stifle healthy dissent and the team begins to exhibit group-think.
Supervisors of the team during this phase tend to be more participative than in the earlier stages. The team members themselves can be expected to take more responsibility for making decisions.
Performing
Some teams will reach the performing stage. These high-performing teams are able to function as a unit as they find ways to get the job done smoothly and effectively without the need for external supervision. Team members have become interdependent. By this time they are motivated and knowledgeable. The team members are now competent, autonomous and able to handle the decision-making process without supervision. Dissent is expected and allowed as long as it is channelled through means acceptable to the team.
Supervisors of the team during this phase are almost always participative. The team itself will make most of the necessary decisions.
Even the most high-performing teams will revert to earlier stages in certain circumstances. Many long-standing teams will go through these cycles many times as they react to changing circumstances. For example, a change in leadership may cause the team to revert to storming as the new people challenge the existing norms and dynamics of the team.
Adjourning and Transforming
Tuckman later added a fifth phase, adjourning, that involves completing the task and breaking up the team. Others call it the phase for mourning.
A team that manages to remain together may transcend to a transforming phase of achievement. Transformational management can produce major changes in performance through team synergy and is considered to be more far-reaching than transactional management.
See also
Reference
- Tuckman, Bruce. (1965). Developmental sequence in small groups. Psychological bulletin, 63, 384-399.
