Forming, Storming, Norming, and Performing

Psychologist Bruce Tuckman came up with the memorable phrase "forming, storming, norming, and performing" in his 1965 paper, "Developmental Sequence in Small Groups." [1] It describes the path that teams follow on their way to high performance. Later, he added a fifth stage, "adjourning" (also known as "mourning") to mark the end of a team's journey.

Forming Stage: Building Team Foundations

In the beginning, when a new team forms, individuals will be unsure of the team's purpose, how they fit in, and whether they'll work well with one another. They may be anxious, curious, or excited to get going. However they feel, they'll be looking to the team leader for direction.

This may take some time, as people get to know their new colleagues and one another's ways of working.

Storming Stage: Managing Team Conflict

In the storming stage, people start to push against the established boundaries. Conflict or friction can also arise between team members as their true characters – and their preferred ways of working – surface and clash with other people's.

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.

Norming Stage: Establishing Team Harmony

Gradually, the team moves into the norming stage. People start to resolve their differences, appreciate one another's strengths, and respect your authority as a leader.

Now that they know one another better, your team members will feel more comfortable asking for help and offering constructive feedback. They'll share a stronger commitment to the team's goals, and they should make good progress toward it.

Performing Stage: Achieving Peak Team Performance

Now your team is in flow and performing to its full potential. With hard work and structured processes, the team is likely to achieve its goals efficiently.

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." [2]

Adjourning (or Mourning) Stage: Ending Teams Successfully

Many teams reach this stage naturally. For example, projects come to an end, or permanent teams are disbanded and people redeployed.

People who like routine, or who have developed close working relationships with colleagues, may find this time difficult.

Quick Tips for Using the Forming, Storming, Norming, and Performing Tool

Follow the steps below to ensure that you're doing the right thing at the right time:

1. Identify the stage that your team is at from the descriptions above.
2. Consider what you need to do to move on to the next stage.
3. Schedule regular reviews of where your team is at, and adjust your behavior and leadership approach accordingly.

Tuckman's model isn't a one-way street – teams may go back and forth between stages. When you hit the performing stage, keep observing your team's progress in case it slips back. For example, a new team member can disrupt the group dynamic, or a new business direction might mean you have to reevaluate your team roles and goals.

Leading Through the Forming, Storming, Norming, and Performing Stages

Forming to Storming

To establish clear objectives for the group at this first stage, create a team charter. And help team members to set personal goals so that they can see how their work will fit with the bigger picture.

The forming stage is also about people getting to know one another. If you're working remotely, try virtual onboarding exercises to forge a group bond and establish buy-in to your vision.

Storming to Norming

Storming can make or break a team, so it's essential that you establish processes to track the progress and success of tasks.

The group must also feel safe putting forward ideas. To build team trust, try asking for help on tasks. That way you'll encourage people to reflect on what they can offer and what they need from other team members.

Don't leave team conflict unchecked, but remember that a little friction can be a good thing – it might reveal inefficiencies for the group to fix together and, ultimately, lead to innovation.

But you may have to help quieter team members to have their say. To avoid louder individuals dominating face-to-face or virtual team meetings, ask for, and hear, everyone's point of view.

Norming to Performing

Get your team to bond further with face-to-face or virtual team-building exercises. These social connections are especially important right now, as more of us work from home. So, keep them up through the norming period and beyond.

Use your regular one-on-ones to encourage individuals to step back, review their goals, and take responsibility for them.

Performing to Adjourning

When the team has settled into the performing stage, you can focus on other goals and new areas to benefit the business. Free up more time for yourself – and boost team engagement – by delegating tasks and projects.

You should also make time for the group's personal development. Discuss with your team what opportunities and resources are available to them.

Adjourning (or Mourning)

Take the time to celebrate the team's achievements – having positive shared experiences will make it easier if you work with some of the same people again in the future.

If any team members feel uncertain about what's ahead, boost their confidence and career prospects by praising them at company meetings. And offer to provide LinkedIn recommendations and references if they're moving on.

You can also ask the group for 360-degree feedback to reflect, learn, and better manage future teams.

Let's Act

Think about what you have learned about team building from this article. Ask yourself:

• What stage of development is my current team at?
• How could I change the membership of my team to make it more effective?
• What pitfalls will I watch out for as my team grows and develops?
• How will I know if my team is performing well?
• What specific team-building skills do I need to develop? How will I do that?

Frequently Asked Questions

What are the five stages of team development in Tuckman’s model?

Bruce Tuckman’s model outlines five stages: Forming, Storming, Norming, Performing, and Adjourning. Each stage represents a phase in a team’s growth, from initial formation to disbanding.

How can a team leader support their team during the storming stage?

To navigate the storming stage effectively, leaders should address conflict early, encourage open dialogue, clarify roles, and create a psychologically safe environment for all team members.

Can teams move backwards in the Tuckman model?

Yes. Teams often regress to earlier stages — such as returning to storming when a new member joins or during periods of change. Regular reflection and adaptive leadership can help teams regain momentum.

How do you know when your team has reached the performing stage?

A team in the performing stage works collaboratively with minimal supervision, demonstrates high trust, adapts fluidly to challenges, and consistently meets or exceeds goals.