http://lifestoogood.net A practical overview of the Forming, Storming, Norming, Performing model of team development. This is also the first presentation in a new Business Models section of the Life's Too Good website.

1. BMP #1
Team Building & Team Dynamics:
The Forming, Storming, Norming, Performing Model
ny nature without the prior written permission of Life’s Too Good, except for permitted fair dealing under the Copyright, Designs and Patents Act 1988. Application for permission for other use of this material should be made to Life’s Too Good (via http://lifestoogood.net/contact-us/).

2. Executive Summary
This page shows a snapshot of what this model is for and how it rates in terms
of Efficiency (is it quick and easy to implement?), Effectiveness (does it get
the desired results?) and Difficulty (how easy the model is to understand?)
Subject Area: Team Building
Efficiency:
Effectiveness:
Difficulty:
Abstract:
rstand and use in any team building situation. This tool should be used to helps understanding of team
Life’s Too Good, 2012. All rights reserved. –2– 16/03/12

3. Contents
This slide pack contains a high level overview of Tuckman’s Stages of Group
Development Model along with brief notes on application and observations
1 Introduction
2 Stages of Team Building
3 Stage Overviews
4 Application of the Model
5 Questions & Actions
Life’s Too Good, 2012. All rights reserved. –3– 16/03/12

4. Introduction
m , Hersey and Blanchard's Situational Leadership model, Rickards and Moger, White-Fa
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5. Stages of Team Building
Storming
Norming
Forming
Conflict
Performing
Adjourning
Time
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6. Stage Overview: Forming
a comfortable stage to be in
enerally driven by a desire to be accepted by others
s & feelings generally avoided
nce on leader for guidance and direction – leader should be directive
g busy with routines
her information and impressions
nt on team aims other than received from leader
and responsibilities are unclear
ally gets done
e prepared to answer lots of questions about the team's purpose, objectives and external
Life’s Too Good, 2012. All rights reserved. –6– 16/03/12

7. Stage Overview: Forming (continued)
sses can often be ignored
ers may test tolerance of system and leader
may be motivated but are usually relatively uninformed of the issues and objectives of the
members are usually on their best behaviour but very focused on themselves
e members begin to model appropriate behaviour even at this early phase
g the knowledge of "Teams - Forming, Storming, Norming, Performing" helpful to the team
ers get to know one another, exchange some personal information, and make new friend
good opportunity to see how each member works and how they respond to pressure
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8. Stage Overview: Storming
n
s they are really supposed to solve, how they will function independently and together and
as and perspectives
ll details to evade real issues
rowth of the team
en painful to members of the team who are averse to conflict
ir differences should be emphasized - without tolerance and patience the team may fail
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9. Stage Overview: Storming (continued)
to the team and will lower motivation if allowed to get out of control.
olved quickly. In others, the team never leaves this stage.
s usually determines whether the team will ever move out of this stage.
phase may be more accessible, but tend to remain directive in their guidance of decision-
ht as to whether higher involvement from the leader can help or hinder at this stage (cons
solve their differences and members will be able to participate with one another more com
Life’s Too Good, 2012. All rights reserved. –9– 16/03/12

10. Stage Overview: Storming (continued)
are being judged, and will therefore share their opinions and views.
empt to establish themselves in relation to other team members and the leader, who migh
ncertainties persist.
e power struggles.
to avoid becoming distracted by relationships and emotional issues.
rogress.
an direction in this stage
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11. Stage Overview: Norming
stage the team has one goal and a shared plan
may have to give up their own ideas and agree with others in order to make the team fun
members take responsibility and have the ambition to work for the success of the team's
ment and consensus is largely formed among team, who respond well to facilitation by lea
and responsibilities are clear and accepted
cisions are made by group agreement
er decisions may be delegated to individuals or small sub-teams
itment and unity is strong
am may engage in fun and social activities
am discusses and develops its processes and working style
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12. Stage Overview: Performing
ng stage.
as a unit as they find ways to get the job done smoothly and effectively without inappropr
le.
ous and able to handle the decision-making process without supervision.
hanneled through means acceptable to the team.
ost always participative.
ns.
o earlier stages in certain circumstances.
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13. Stage Overview: Performing (continued)
ough these cycles many times as they react to changing circumstances.
ship may cause the team to revert to storming as the new people challenge the existing n
ware; the team knows clearly why it is doing what it is doing.
d is able to stand on its own feet with no interference or participation from the leader.
g goals, and the team makes most of the decisions against criteria agreed with the leade
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14. Stage Overview: Performing (continued)
my.
resolved within the team positively and necessary changes to processes and structure a
eving the goal, and also to attend to relationship, style and process issues along the way.
d projects from the leader.
ed or assisted.
ce from the leader with personal and interpersonal development.
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15. Stage Overview: Additional Stages
entual the break-up of the group, hopefully when the purpose of the group is completed s
relation to the feelings of the group particularly if members of the group have been close
added of Norming after Forming and renaming the traditional Norming stage Re-Norming.
Life’s Too Good, 2012. All rights reserved. – 15 – 16/03/12

16. Application of the Model
o all Team Building situations
any industry sector
e-bound
sed to help the team reach and sustain high performance as soon as possible
st effectively using the model, a different approach is needed at each stage
of the team development the team is at from the descriptions above
s to be done to move towards the Performing stage, and what you can do to help the tea
am is, and adjust your behaviour and leadership approach to suit the stage your team ha
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17. Application of The Model – The Changing Leadership Role
Storming
Norming
Forming
Conflict
Performing
Adjourning
Guarded Confront Resolve Trust Regret Team
High Direction High Direction Less Direction Less Direction High Direction Leader / Manager
High Support High Support Self Support High Support
Time
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18. Application of the Model – Further Practical Tips
d "Norming" stages before the team can Perform.
oaching is needed then time should be allocated to this.
made by when and measure success against realistic goals.
onsistent and clear communication. Poor communication particularly in the “Storming” ph
help a team see it's progress and make the effort worthwhile. This avoids the perception o
g. don't use the “Storming” stage as an excuse for bad behaviour.
Life’s Too Good, 2012. All rights reserved. – 18 – 16/03/12

19. Questions & Actions
en involved and consider how they relate to this model and how quickly you moved throug
ere in reached the performing stage quicker than others – perhaps some didn't reach the
age are you at?
and the advice on how to apply it) to provide context for any team situation you are faced
more patient with certain situations when you understand the necessary evolution that a
team dynamics via the model may help to resolve issues and conflicts quicker and impro
standing via the model of what it takes to build a high-performing team – so use it wisely!
Life’s Too Good, 2012. All rights reserved. – 19 – 16/03/12