Phases of Group Development
This section is adapted from
http://en.wikipedia.org/wiki/forming-storming-norming-performing
under the terms of the GNU Free
Documentation Licence
.
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 a 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 management theory to describe the behaviour of existing teams.
Forming
In the first phase the forming of the team takes place. The team meets and learns about the task, agrees on goals and on the resources necessary to achieve the desired outcome. Team members tend to still behave quite independently. They may be motivated, but are still relatively uninformed of the issues and objectives of the team.
Storming
Every group will then enter the storming stage in which different ideas compete for consideration, the team addresses issues such as what problems they are 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.
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 may be very averse to conflict. If improperly managed, this phase can become destructive to the team and will lower motivation.
Norming
At some point, the team will enter the norming stage. During this phase, team members adjust their behaviours to each other as they develop 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 behaviours become too strong and begin to stifle
healthy dissent and the team begins to exhibit groupthink
. 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. 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.
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 the 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, which involves completing the task and breaking up the team. Others call this phase mourning. A team that manages to remain together may transcend to a transforming phase of achievement.