Tuckman's group development model can be explained as a model for nurturing a team to high performance. Tuckman's group development model comprises five stages of group development: forming, storming, norming, and performing. Tuckman later added adjourning as the fifth step to mark the completion of a task by the group. This group development model is important for organizations and any enterprise that relies on the performance of small groups by providing the understanding that groups do not automatically gel and start performing at the onset. Rather, Tuckman's group development model shows that groups start off as poorly formed. The team or group must go through clearly defined stages from their formation as groups of individuals to cohesive and focused, task-oriented teams.
Tuckman's group development model explains that groups move from the initial stage called forming, then proceed to the storming stage, then later to the norming stage, and the performing phase completes the evolution. In the fifth stage, called adjourning, there is no growth, but it is a recognition of the completion of the task that the group was formed for.
Stages of Group Development with Examples
Tuckman's stages of group development can be listed as:
- The forming stage of group development.
It is the initial stage of group development and is a phase marked by familiarization, uncertainty, and individuality. In this stage, individuals are unaware or uncertain of the group's purpose as well as their role in it and are in doubt regarding their group mates. This stage usually occupies a lot of time as the process of getting to know one another cannot be postponed and must occur naturally. Group members in this stage may be anxious or excited to begin, and they will often refer to the group leader for any sort of direction.
- The storming stage of group development
In this second stage of group development, individuals begin to explore the boundaries of the group, and questions regarding everything about the project are often asked and challenged. In this stage, team members attempt to stand out and gain acceptance from the rest of the group, while it is not uncommon for conflict to arise due to the clash of characters or personalities within the group. As differences arise, there is more strife and a need for leadership in this stage. Additionally, the group members may challenge the group's purpose and the motives or capabilities of others and will even go as far as to challenge the leadership of the group. Frustration from a lack of progress and integration may arise, and tensions in this stage need to be managed very carefully.
- The norming stage of group development
In this third stage of group development, the team begins to coalesce as individual differences are ironed out, and team members can accept each other's qualities and appreciate their teammates' strengths. In this stage, team members begin to show comfort in asking for help and providing constructive feedback to and from the rest of the group members. In this stage, the team members start to show respect for the group leader's authority, a stronger commitment toward the goals of the group is displayed, and the team starts to make meaningful progress in performance. During the norming stage, the team is more confident after the trials of the storming stage, and motivation levels increase.
- The performing stage of group development
In the performing stage of group development, the team achieves its true potential, and the roles of the team members become more fluid as individuals are more predisposed towards hard work, structure, and responsibility. Unlike in the storming stage of group development, individuals in the performing stage of group development are more accepting of their teammates' deficiencies. They show acceptance towards them in a holistic way. In this stage, progress is at its highest, and every teammate is performing at their best.
- The adjourning stage of group development
In the adjourning stage of group development, also termed the mourning stage, the project or task comes to an end, and the team is disbanded as the purpose has already been achieved.
Basic examples are as follows:
An example of the forming stage is the first day on a new research project for people who have never worked together. In a project to develop a sustainable fuel product, several individuals with expertise in different fields may be called together. The first week of orientation and introduction is an example of the forming stage.
An example of the storming stage is the second month of a long research project where individuals clash because some individuals believe in working independently towards a small goal while others prefer teamwork. Or one teammate may find a flaw in the research project and question the capability of the leader.
An example of the norming stage would be a period, usually after around six months into the research project, where the team members understand each other's preferences, such as preferred methods of working and personal boundaries, and show respect for them. People with important abilities such as calm-headedness in the middle of a storm are recognized and appreciated.
An example of the performing stage would be a period, usually, after a year or more of working together on the research project, where team members are well aware of their roles, are aware of each other's strengths and weaknesses, and work to cover for them and each individual has maximized their potential. During this period, it is common for team members to set high standards for goal accomplishment and the research project is in full flow with evidence of results and minimal conflict and stalling.
In the adjourning stage, the research or development goal has been achieved and presented, and the group members find it difficult to go their separate ways after having spent so much time together. The team disbands finally.
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