These concepts were first explained in Developmental sequence in small groups, published in 1965. Smith, M. K. (2005) in Bruce W. Tuckman - forming, storming, norming and performing in groups, described it as "The most influential model of the developmental process - certainly in terms of its impact upon texts aimed at practitioners - has been that of Bruce W. Tuckman (1965)." In 1977, a fifth stage was added by Tuckerman in collaboration with Mary Ann Jensen of "adjourning". Project managers must use models like this to help achieve a high performance project team.
Forming
The project manager must first form the project team either at the project initiation stage or more likely over a period of time leading up to the start of the project. Sometimes this can extend throughout the project's life as a project resource is engaged and released during specific stages such as testing. This forming stage is characterised by:
- Introduction of new team members meeting other team members for the first time
- People starting to understand in more detail the project objectives and challenges and their role but unsure of how well they will work with other team members or their ability to get the job the done
- Understanding team relationships and people's authority (position, expertise, personality...)
- Project manager often directs or tells people what to do at this stage as the project team orients itself
Storming
After the initial optimism and polite engagement of meeting people for the first time comes the storming stage where people are getting to work together and potentially finding issues:
- Ideas compete for attention or implementation
- Disagreement on goals, expectations, roles or responsibilities
- People clash over how to do things, the right way to perform tasks or processes and standards to be used
- Individuals may display their real levels of motivation, ability to interact with others or get their job done
- Project manager must lead by example and put out these fires using a variety of techniques appropriate to each situation. This stage often results in slow project progress
Norming
Project team rules, acceptable behaviour, role accountabilities and responsibilities are finalised, processes and standards to be used are established. This norming stage is:
- Team starts to become productive and working well together to achieve project objectives
- People are listening to each other and building on collective ideas. Meetings are more positive in tone and focused on outcomes and helping each other to get the job done
- Project manager should use a facilitation and participative style to build on nascent teamwork
Performing
Project teams are working well together and getting things done. The performing stage is:
- Highly productive with people able to discuss issues and find collective solutions
- People are able to rely on others to do their part to get the job and help others when needed
- Project team cohesion, optimism and morale is high and with a sense of team identity
- Team is task and people oriented
- Project manager can use a delegating style and focus on factors external to the project team and more on the project objectives, risks and its impact
Adjourning
The project comes to a natural conclusion, the project team disperses and in the adjourning stage it is important to:
- Celebrate project success
- Team has a sense of closure about the project and meeting its objectives
- People feel able to move on to next challenge
- Project manager must formally close the project
Project Team
Whilst each stage is not always distinct it is important for the project manager to recognise the team's group development stage and act accordingly. Handling this progression well will lead to a high performance team increasing the chance of a successful project.
Roger Lever - Early career was in Treasury Banking and this led to my interest in financial investment, especially the stockmarket. Enjoy reading widely ...
