The document discusses Bruce Tuckman's model of team development, which identifies 5 stages that teams generally progress through: Forming, Storming, Norming, Performing, and Adjourning. In the Forming stage, team members are cautious and focus on getting to know each other and their goals. Storming involves conflicts as roles and tasks are debated. Norming occurs as the team establishes cohesion, roles, and commitments. In Performing, the team works well together and is highly productive. Finally, Adjourning happens when the team disbands after completing its task.

2. WHAT IS TEAM?
A group of people with a full set of
complementary skills required to
complete a task, job, or project.

3. Teams are a common
arrangement in today’s business
environment.

4. Any manager who works with or
supervises teams should be
familiar with how they develop
over time.

5. The team
development
scheme was
advanced by
Bruce Tuckman
in 1965.
Bruce Tuckman

6. Initially Tuckman identified four
stages of team development.

7. STAGES OF TEAM DEVELOPMENT
1.Forming
2.Storming
3.Norming
4.Performing

8. A fifth stage was later added
by Tuckman about twelve
years later in 1977, which is
called Adjourning.

9. It is believe that these stages
are universal to all teams
despite the group members,
purpose, goals, culture and so
on.

10. The Forming
represents a time
where the group is
just starting to
come together.
FORMING:

12. FORMING STAGE:
• Members are cautious with their behavior.
• The desire to be accepted by all the team
members.
• Conflict, controversy and personal opinions
are avoided.

13. FORMING STAGE:
Some believe that this cautious behavior
prevents the team members from getting
any real work done.

14. PURPOSE OF FORMING STAGE:
The focus for group members during
forming stage is to become familiar
with each other and their purpose, not
on work.

15. OUTCOMES OF FORMING STAGE:
• Gaining an understanding of the team
purpose.
• Determining how the team will be
organized.
• Who will be responsible for what?
• Discussion of major phases of the team’s
goals.

16. OUTCOMES OF FORMING STAGE:
• What will be the team’s schedule.
• Outlining general group rules (including
when they will meet).
• Discovery of what resources will be
available for the team to be used.

18. Dealing with
tensions and
defining group
tasks.
STORMING:

19. STORMING STAGE:
In storming stage conflict and competitions
are at its greatest.

20. WHY IS THAT?
• This is because now the team members
have an understanding of the task and a
general feel for who they are as a group
and who group members are.
• They feel confident and begin to address
some of the more important issues
surrounding the team members.

21. STORMING STAGE:
• Such issues can relate to things like the
group’s tasks, individual roles and
responsibilities or even with team members
themselves.
• The storming stage is where the most
dominant member of the team emerges.

22. STORMING STAGE:
• Less confident members stay in their
comfort zone and security of suppressing
their feelings just as they did in the
previous stage.
• If these individuals stay quiet then issues
may still exist.
• Every individual should take part in
storming process.

23. STORMING STAGE:
All members have an increased need for
clarification.

24. STORMING STAGE:
Questions arise surrounding leadership,
authority, rules, responsibilities, structure
etc..

25. STORMING STAGE:
Such questions must be answered so that
the team can move on to the next stage.

26. STORMING STAGE:
Once a team receives the clarity that it so
desperately needs, now it can move on to
the third stage of team development.

27. The norming
stage is the time
when all the
team members
becomes a
cohesive unit.
NORMING:

28. NORMING STAGE:
• Morale of team members is high.
• They acknowledge the talents, skills and
experience that each individual brings to the
team.

29. NORMING STAGE:
• A sense of community is established
among the team members.
• The team remains focused on the team’s
purpose and goal.

30. NORMING STAGE:
• Roles an responsibilities are clear and
accepted.
• Commitment and unity is strong.
• Agreements forms among the team.

31. NORMING STAGE:
• Leadership begins to fade as important
data is shared among team members.
• People develop a stronger commitment to
the team goal, and you start to see good
progress towards it.

32. This is the final stage
where groups become
high-performing teams.
The team knows clearly
WHY it is doing and
WHAT is doing.
PERFORMING:

33. PERFORMING STAGE:
• Work and progress commences on the
basis of relatively stable structure.
• Team members are focused on task
completion and achievement.

34. PERFORMING STAGE:
• Productivity
• Action, results.
• Moving towards the completion of goals.
• Team unification and identity.

35. PERFORMING STAGE:
• As leader, you can delegate much of your
work, and you can concentrate on
developing team members.
• It feels easy to be part of the team at this
stage, and people who join or leave won't
disrupt performance.

36. Tuckman’s fifth
stage, Adjourning,
is the break up of
the team, hopefully
when the task is
completed
successfully.
ADJOURNING:

37. ADJOURNING STAGE:
• Completion and disengagement.
• Separation and endings from tasks and
members.
• Some describe this stage as Mourning or
Deforming.