Phases of Team Development

Origin

Dr Bruce Tuckman published this model in 1965 and added the last phase in 1975. His theory is helpful when it comes to team development. Other models, such as Tannenbaum and Schmidt and Hersey’s as well as Blanchard’s Situational Leadership® are related to these insights and classification.   

Tuckman’s model explains how a team matures (the phases through which a “healthy” team must go) and how a team develops the ability to have good and particularly productive mutual relationships and which leadership styles play an important role in this process (starting out with a direct style, following it with a coaching and participative style, and finishing with a delegating or even a self-operational style).

Related models: Seven Habits; Phases of Team Development; Situational Leadership; Professional Attitude; Conflict Mode Model; Principles of Leadership;Manager vs. Leader; Cultural Types; Leadership and Influence

The Model

The five phases of team development are:

-      Forming;

-      Storming;

-      Norming;

-      Performing;

-      Mourning. 

Forming

Roles and responsibilities in a team are unclear. No agreements have been made about clear routines or processes. There is a strong dependence on the leader: leads and directs the process, answers questions about goals, meaning, and relationship connections, and is tested by the group on his or her leadership qualities.

Storming

The team doesn’t make decisions easily. Every team member “fights” for his or her position and relationship to the group. The forming of sub-groups can occur. There is indeed clarity about goals, but a lot is still left unsure. There could be (must be) arguments and disagreements that lead to a common set of values and agreements/compromises. The leader has a coaching style.

Norming 

Roles and responsibilities are clear. Mutual agreement and consensus appear. Minor decisions can be delegated to team members or sub-groups. There is time for fun and social activities. The team develops its own style of work and processes. The leader facilitates and the team members have more respect for the leader.     

Performing

The team has a shared vision, works autonomously, knows what and when things need to happen. Decisions are made on the basis of synchronized criteria. Misunderstandings and disagreements are solved within the team in a positive way, as are changes in work processes, roles etc. The team takes care of each other and wants to achieve ever increasing goals. The leader delegates the tasks in which everyone is free to carry out their tasks independently...

Mourning

This is an often forgotten phase. After the completion of the task, hopefully with the desired goals reached, the group dissolves. Everyone moves on to another task in another relationship. In addition to celebrating the success, the partnership, which may have been very close, there is uncertainty about the future. It’s important that the organization understands the importance of this transition, and deals with it adequately.      

What can you do with it? 

As the leader of a team you get insight into the development of a team and which phases it goes through in order to become a productive and independent unit. You’ll also see which leadership style needs to be used in order to provide the team with what it needs. This understanding of team development makes it possible to quickly create a close team, a team that will achieve its goals.     

We wish you lots of sublime growth!

Related models: 

-   Seven Habits; 

-   Phases of Team Development; 

-   Situational Leadership; 

-   Professional Attitude; 

-   Conflict Mode Model; 

-   Principles of Leadership;

-   Manager vs. Leader; 

-   Cultural Types; 

-   Leadership and Influence

Sources:

-       'Developmental sequence in small groups', 1965, Bruce Wayne Tuckman

-       http://www.businessballs.com/

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