Psychologist researcher Bruce Tuckman formed Tuckman’s Model as part of his 1965 paper Developmental Sequence in Small Groups. The US Navy tasked him, along with a group of other social psychologists, with analysing the dynamics of forming a team, and how the leadership style changes as the group develops. Tuckman and his colleagues found there were four stages of team development: orientation, conflict, cohesion and functional-role relatedness. But that doesn’t sound particularly catchy, does it? So Tuckman reworked them into four simple – and more memorable – stages: forming, storming, norming and performing.

1. TUCKMAN’S
MODEL:
FORMING,
STORMING,
NORMING &
PERFORMING
By: ROMMEL LUIS C. ISRAEL III

2. FORMING
bringing together of strangers in the hopes they’ll
eventually be able to work as a highly functioning
team.
Nobody have a clear idea of what they’re supposed
to be doing. They don’t really know each other
well, so the atmosphere is reserved yet positive.
Reference: Wallbridge, A. (2021, November 19). Tuckman’s Model - Forming, Storming, Norming & Performing.
Www.tsw.co.uk. https://www.tsw.co.uk/blog/leadership-and-management/tuckmans-model/

3. FORMING
They may feel nervous, excited or curious at the forming stage – it’s all new and
there’s a lot happening.
As a leader, you’ll need to be aware of how each team member feels and set
the direction, so the team can get on with the task at hand.
Expect plenty of questions as your team finds their feet.
This stage doesn’t focus so much on proper processes, or even having clearly
defined roles.
Reference: Wallbridge, A. (2021, November 19). Tuckman’s Model - Forming, Storming, Norming & Performing.
Www.tsw.co.uk. https://www.tsw.co.uk/blog/leadership-and-management/tuckmans-model/

4. FORMING
How can leaders help their employees at this stage?
Create a team roadmap (its purpose, how it’ll work, and the expected
outcomes)
Have team members set personal goals
Schedule informal chats so your team can get to know each other faster
Reference: Wallbridge, A. (2021, November 19). Tuckman’s Model - Forming, Storming, Norming & Performing.
Www.tsw.co.uk. https://www.tsw.co.uk/blog/leadership-and-management/tuckmans-model/

5. STORMING
While settling into the new team and starting the task that has been set by the
leader, the team will become more familiar.
You’ll get to know your team members’ personalities and attitudes to working.
There might be clashes, and some will start to question the leadership and
challenge decisions because they believe there’s a better way.
Understandably, this can lead to a stormier atmosphere.
Reference: Wallbridge, A. (2021, November 19). Tuckman’s Model - Forming, Storming, Norming & Performing.
Www.tsw.co.uk. https://www.tsw.co.uk/blog/leadership-and-management/tuckmans-model/

6. STORMING
As the leader, you’ll need to manage that social interaction and
focus the team back on their goals.
It’s important to make sure each team member has an equal voice.
This stage is necessary to iron out problems and for group members
to work out where they fit in to the wider team dynamic.
Reference: Wallbridge, A. (2021, November 19). Tuckman’s Model - Forming, Storming, Norming & Performing.
Www.tsw.co.uk. https://www.tsw.co.uk/blog/leadership-and-management/tuckmans-model/

7. STORMING
How can leaders help their employees at this stage?
Set up processes to track progress and success of tasks
Ask your team to help you to build trust
Don’t let disagreements linger and remember that opposing views find different faults and solutions
Make sure quieter team members get a chance to voice their opinion
Reference: Wallbridge, A. (2021, November 19). Tuckman’s Model - Forming, Storming, Norming & Performing.
Www.tsw.co.uk. https://www.tsw.co.uk/blog/leadership-and-management/tuckmans-model/

8. NORMING
This is where the team members have their role, understand the work and
know their fellow members.
Your group might be more interested in collaborative activities and start
interacting socially outside of work.
This is where you can work together to develop team processes.
Leadership responsibilities can be shared as you facilitate and enable your
team.
Reference: Wallbridge, A. (2021, November 19). Tuckman’s Model - Forming, Storming, Norming & Performing.
Www.tsw.co.uk. https://www.tsw.co.uk/blog/leadership-and-management/tuckmans-model/

9. NORMING
By establishing a routine during the storming stage,
you’ve laid down the norms of behaviour that are
accepted and understood by the team.
You’ve found your rhythm, now you’ve just got to
perform it.
Reference: Wallbridge, A. (2021, November 19). Tuckman’s Model - Forming, Storming, Norming & Performing.
Www.tsw.co.uk. https://www.tsw.co.uk/blog/leadership-and-management/tuckmans-model/

10. NORMING
•How can leaders help their members at this stage?
•Team building – you know your team by now, so
make sure this is something they’ll actually enjoy.
It doesn’t have to always be work-relate.
Reference: Wallbridge, A. (2021, November 19). Tuckman’s Model - Forming, Storming, Norming &
Performing. Www.tsw.co.uk. https://www.tsw.co.uk/blog/leadership-and-management/tuckmans-model/

11. PERFORMING
Everyone has a clear shared
vision of their roles and
processes, and they’re focused
on meeting the team’s goals.
As a leader, you’ll still need to
delegate and manage the
group, but generally they
should trust their fellow team
members and be mostly
independent with their work so
you shouldn’t need to interfere.
Reference: Wallbridge, A. (2021, November 19). Tuckman’s Model - Forming, Storming, Norming & Performing.
Www.tsw.co.uk. https://www.tsw.co.uk/blog/leadership-and-management/tuckmans-model/

12. PERFORMING
Disagreements are usually resolved happily, and any changes are decided
collectively.
The team will look out for each other and have an awareness of the wider
company strategy.
You might find you’re not asked for instructions or assistance as often.
Instead, your team might ask for help with personal development to help them
perform better.
Reference: Wallbridge, A. (2021, November 19). Tuckman’s Model - Forming, Storming, Norming & Performing.
Www.tsw.co.uk. https://www.tsw.co.uk/blog/leadership-and-management/tuckmans-model/

13. ADJOURNING-The Fifth Stage
In 1975, Tuckman outlined a fifth phase. Adjourning is where the
team’s goals have been achieved, so the members go their separate
ways to work on other teams or leave the business altogether.
Not all organizations will find this step relevant, as it’s not always
the case that teams are broken up once their objectives have been
met.
Reference: Wallbridge, A. (2021, November 19). Tuckman’s Model - Forming, Storming, Norming & Performing.
Www.tsw.co.uk. https://www.tsw.co.uk/blog/leadership-and-management/tuckmans-model/

14. ADJOURNING-The Fifth Stage
How can leaders help their employees at this stage?
Celebrate achievements – you worked hard, and shared experiences will make
it easier if you’re teamed up with the same people again
Boost team members’ confidence by giving them feedback and deserved praise
at company meetings. Offer to write references for them if they’re moving
elsewhere
Reference: Wallbridge, A. (2021, November 19). Tuckman’s Model - Forming, Storming, Norming & Performing.
Www.tsw.co.uk. https://www.tsw.co.uk/blog/leadership-and-management/tuckmans-model/

15. What effects can understanding the
Tuckman’s Model have on Team Members?

16. ADVANTAGES
Tuckman’s Model is fairly simple to understand
and it’s easy to remember, which means your staff
should be able to learn and implement it quickly.
It also gives managers and team leaders an idea of
what to expect when bringing their team together.
Reference: Wallbridge, A. (2021, November 19). Tuckman’s Model - Forming, Storming, Norming & Performing.
Www.tsw.co.uk. https://www.tsw.co.uk/blog/leadership-and-management/tuckmans-model/

17. DISADVANTAGES
But the major downside of this model is it assumes that the
team will evolve from one step to the next, with distinct changes
in dynamics.
Instead, you might find that your staff progress at different rates.
The whole team could also move backwards – from performing
back to storming – or skip a stage altogether, particularly if
there’s pressure from the activities to succeed.
Reference: Wallbridge, A. (2021, November 19). Tuckman’s Model - Forming, Storming, Norming & Performing.
Www.tsw.co.uk. https://www.tsw.co.uk/blog/leadership-and-management/tuckmans-model/