Focus Seed

A group is defined as two or more individuals coming together with a shared purpose. As group members begin to interact, they start to understand each other’s strengths, weaknesses, and personalities. This initial period is often marked by the sharing of ideas and a collective effort to plan and tackle the tasks ahead. During this time, roles are assigned, expectations are set, and members work either independently or together to fulfill the team’s objectives.

However, despite everyone’s best efforts, teams often do not function as smoothly as anticipated. Whether it’s in the workplace, a family setting, or on a sports team, group dynamics play a significant role in how effectively a team collaborates. Tuckman’s stages of group development theory, Forming, Storming, Norming, and Performing provide a valuable framework for understanding the underlying causes when a team isn’t “clicking.” By identifying these stages, you can pinpoint where things might be breaking down and take the necessary steps to foster better collaboration.

Forming: The initial connection

The forming stage is when team members come together for the first time. They’re essentially learning about one another, becoming acquainted with the different personalities, strengths, and weaknesses in the group. At this stage, the group isn’t yet fully operational. The focus is more on establishing connections, understanding roles, and figuring out how the team will approach the task at hand.

Signs your team is in the forming stage:

• The atmosphere is often polite and cautious.
• Team members are still figuring out how to interact and share their ideas.
• The tasks ahead may feel uncertain or undefined, as everyone is still in the exploration phase.
• Members may not feel fully invested in the team yet, and communication tends to remain formal.

It’s important to note that some teams are quickly assembled without much thought to how individuals will work together. For instance, a project team thrown together to address an urgent issue, such as filling a role left vacant by an employee who quit, may struggle to find its rhythm. Without time to build a real connection, the forming stage might feel disconnected or awkward, hindering effective collaboration.

Storming: The rising tension

After the initial forming stage, teams enter storming, where internal issues often come to the surface. As members get more comfortable, disagreements and conflicts become more common. This stage can be challenging, as it’s a time when team members start asserting their opinions and clashing over approaches, strategies, or leadership.

Signs your team is in the storming stage:

• Conflicts or disagreements about the direction of the work.
• Some individuals may begin questioning their roles or the leadership structure.
• There might be frustration with the work process, and team members may resist or challenge ideas.
• Team members often don’t yet see themselves as a cohesive group, and individual agendas may emerge.

The storming phase can be especially tough in environments like corporate mergers or acquisitions, where uncertainty reigns. During such transitions, employees may feel resistant to change, adding to the natural friction in this phase. Without the right leadership intervention, unresolved issues in the storming phase can hinder progress and make it difficult for the team to develop further.

Norming: Moving toward harmony

If teams can push through the storming phase, they move into norming, where cooperation begins to emerge. In this phase, the group starts to come together and align around shared goals and objectives. Roles become more defined, and trust begins to develop, leading to smoother interactions and more open communication.

Signs your team is in the norming stage:

• Team members have a clearer understanding of their roles and responsibilities.
• Open communication and collaboration become more common.
• Disagreements are resolved more constructively, and team members start working together toward shared goals.
• Trust begins to develop, leading to better cooperation and efficiency.

At this point, team members understand each other better and are able to cooperate effectively. In the workplace, this is when the group begins to function more cohesively, resolving earlier conflicts and aligning on the work process. In informal groups, such as a family, the norming stage can manifest in smoother daily interactions and more synchronized efforts to achieve common goals.

Performing: Achieving peak effectiveness

Once the team reaches the performing stage, they’ve typically achieved a high level of functioning. Roles are clearly defined, trust is firmly established, and everyone is working toward the common goal with a high degree of autonomy and confidence. The team can handle more complex tasks with little to no friction, and collaboration is almost seamless.

Signs your team is in the performing stage:

• There is a high level of trust among team members, and everyone is comfortable giving and receiving feedback.
• Decision-making becomes more efficient, and problem-solving is organic.
• The team works with a high degree of cohesion and minimal conflict.
• Members demonstrate strong commitment to achieving the team’s goals, with each person contributing effectively.

At this stage, the team is truly “clicking.” Tasks are completed with minimal oversight, and the group can take on new challenges with confidence and ease. Achieving the performing stage often requires a great deal of effort in earlier phases, especially in storming and norming, but it’s where the true potential of the team is realized.

Group dynamics in the workplace and beyond

While Tuckman’s stages apply to all types of groups, they’re especially useful in understanding team dynamics in both formal and informal settings. In the workplace, teams might be formed by leaders who select individuals to achieve specific organizational goals. Alternatively, informal groups might be created by individuals based on shared interests or needs.

When it comes to teams in the workplace, especially those undergoing changes like mergers and acquisitions, the challenges of group dynamics can be particularly pronounced. New team members may struggle with the storming phase as they work through issues related to change, resistance, or uncertainty. In these situations, leadership is essential in guiding the team through each stage.

The importance of leadership in group development

Effective leadership plays a critical role in ensuring that teams move through the stages of development in a healthy way. Leaders should recognize the phase their team is in and take the necessary steps to facilitate progress:

• In the forming phase: Leaders can provide clarity on roles, establish expectations, and help team members build connections.
• During the storming phase: Leaders should step in to resolve conflicts, facilitate open discussions, and help the team move past frustrations.
• In the norming phase: Leaders should encourage collaboration and reinforce the importance of shared goals and open communication.
• In the performing phase: Leaders should give team members the autonomy to operate efficiently, celebrate achievements, and continue guiding the team as new challenges arise.

In cases like mergers or corporate restructuring, leaders need to be especially proactive, addressing issues like trust, psychological safety, and conflict resolution early on. This intervention can help the team progress through the storming stage and into the norming and performing stages more effectively.

Embrace the journey of group development

Whether your team is a workplace group, a family, or a sports team, understanding group dynamics is key to unlocking a group’s full potential. Teams don’t always click right away, but that’s part of the process. By recognizing where your team is in Tuckman’s stages of development, you can take the necessary steps to help them grow, develop trust, and reach the performing stage.

Groups often face challenges, particularly during the storming phase, but with the right leadership and a clear understanding of the stages of group development, teams can progress to become high-performing, cohesive units. Understanding the dynamics at play can lead to better collaboration and improved outcomes, whether in the workplace, at home, or on the field.

About the Author

Dr. Jaquelle Outlaw is a SHRM-certified HR professional and workforce development expert with a passion for creating data-driven, people-centric strategies. With years of experience in human resources, she specializes in leadership development, team dynamics, and employee well-being. Jaquelle has a PhD in Industrial-Organizational Psychology, where she deepens her expertise in the science of work and human behavior. Her research and work focus on leveraging psychological principles to drive workplace efficiency and employee satisfaction. Through this platform, Jaquelle aims to share valuable insights and practical strategies to help organizations build stronger, more engaged teams.

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