[InternetShortcut]URL=httpsprezi.comviewQFet41Y5Oz7h0gJtE.docx

[InternetShortcut]
URL=https://prezi.com/view/QFet41Y5Oz7h0gJtEjnD/
The Five Stages of Team Development: A Case
Study
By Gina Abudi
Every team goes through the five stages of team development.
First, some background on team development. The first four
stages of team growth were first developed by Bruce Wayne
Tuckman and published in 1965. His theory, called "Tuckman's
Stages" was based on research he conducted on team dynamics.
He believed (as is a common belief today) that these stages are
inevitable in order for a team to grow to the point where they
are
functioning effectively together and delivering high quality
results.
In 1977, Tuckman, jointly with Mary Ann Jensen, added a fifth
stage to the 4 stages: "Adjourning." The adjourning stage is
when the team is completing
the current project. They will be joining other teams and
moving on to other work in the near
future. For a high performing team, the end of a project brings
on feelings of sadness as the
team members have effectively become as one and now are
going their separate ways.

The five stages:
Stage 1: Forming
Stage 2: Storming
Stage 3: Norming
Stage 4: Performing
Stage 5: Adjourning
This article provides background on each stage and an example
of a team going through all
five stages.
Stage 1: Forming
The "forming" stage takes place when the team first meets each
other. In this first meeting,
team members are introduced to each. They share information
about their backgrounds,
interests and experience and form first impressions of each
other. They learn about the
project they will be working on, discuss the project's
objectives/goals and start to think
about what role they will play on the project team. They are not
yet working on the project.
They are, effectively, "feeling each other out" and finding their
way around how they might
work together.
During this initial stage of team growth, it is important for the
team leader to be very clear
about team goals and provide clear direction regarding the
project. The team leader should
ensure that all of the members are involved in determining team
roles and responsibilities
and should work with the team to help them establish how they
will work together ("team

norms".) The team is dependent on the team leader to guide
them.
Stage 2: Storming
As the team begins to work together, they move into the
"storming" stage. This stage is not
avoidable; every team - most especially a new team who has
never worked together before -
goes through this part of developing as a team. In this stage, the
team members compete
1
with each other for status and for acceptance of their ideas.
They have different opinions on
what should be done and how it should be done - which causes
conflict within the team. As
they go progress through this stage, with the guidance of the
team leader, they learn how to
solve problems together, function both independently and
together as a team, and settle into
roles and responsibilities on the team. For team members who
do not like conflict, this is a
difficult stage to go through.
The team leader needs to be adept at facilitating the team
through this stage - ensuring the
team members learn to listen to each other and respect their
differences and ideas. This
includes not allowing any one team member to control all
conversations and to facilitate
contributions from all members of the team. The team leader
will need to coach some team

members to be more assertive and other team members on how
to be more effective
listeners.
This stage will come to a closure when the team becomes more
accepting of each other and
learns how to work together for the good of the project. At this
point, the team leader should
start transitioning some decision making to the team to allow
them more independence, but
still stay involved to resolve any conflicts as quickly as
possible.
Some teams, however, do not move beyond this stage and the
entire project is spent in
conflict and low morale and motivation, making it difficult to
get the project completed.
Usually teams comprised of members who are professionally
immature will have a difficult
time getting past this stage.
Stage 3: Norming
When the team moves into the "norming" stage, they are
beginning to work more effectively
as a team. They are no longer focused on their individual goals,
but rather are focused on
developing a way of working together (processes and
procedures). They respect each
other's opinions and value their differences. They begin to see
the value in those differences
on the team. Working together as a team seems more natural. In
this stage, the team has
agreed on their team rules for working together, how they will
share information and resolve
team conflict, and what tools and processes they will use to get

the job done. The team
members begin to trust each other and actively seek each other
out for assistance and input.
Rather than compete against each other, they are now helping
each other to work toward a
common goal. The team members also start to make significant
progress on the project as
they begin working together more effectively.
In this stage, the team leader may not be as involved in decision
making and problem
solving since the team members are working better together and
can take on more
responsibility in these areas. The team has greater self-direction
and is able to resolve issues
and conflict as a group. On occasion, however, the team leader
may step in to move things
along if the team gets stuck. The team leader should always
ensure that the team members
are working collaboratively and may begin to function as a
coach to the members of the
team.
Stage 4: Performing
In the "performing" stage, teams are functioning at a very high
level. The focus is on
reaching the goal as a group. The team members have gotten to
know each other, trust
each other and rely on each other.
Not every team makes it to this level of team growth; some
teams stop at Stage 3: Norming.
The highly performing team functions without oversight and the
members have become
interdependent. The team is highly motivated to get the job

done. They can make decisions
and problem solve quickly and effectively. When they disagree,
the team members can work
through it and come to consensus without interrupting the
project's progress. If there needs
to be a change in team processes - the team will come to
agreement on changing processes
on their own without reliance on the team leader.
2
In this stage, the team leader is not involved in decision
making, problem solving or other
such activities involving the day-to-day work of the team. The
team members work
effectively as a group and do not need the oversight that is
required at the other stages. The
team leader will continue to monitor the progress of the team
and celebrate milestone
achievements with the team to continue to build team
camaraderie. The team leader will also
serve as the gateway when decisions need to be reached at a
higher level within the
organisation.
Even in this stage, there is a possibility that the team may revert
back to another stage. For
example, it is possible for the team to revert back to the
"storming" stage if one of the
members starts working independently. Or, the team could
revert back to the "forming"
stage if a new member joins the team. If there are significant
changes that throw a wrench
into the works, it is possible for the team to revert back to an

earlier stage until they are able
to manage through the change.
Stage 5: Adjourning
In the "adjourning" stage the project is coming to an end and
the team members are moving
off into different directions. This stage looks at the team from
the perspective of the
well-being of the team rather than from the perspective of
managing a team through the
original four stages of team growth.
The team leader should ensure that there is time for the team to
celebrate the success of the
project and capture best practices for future use. (Or, if it was
not a successful project - to
evaluate what happened and capture lessons learned for future
projects.) This also provides
the team the opportunity to say good-bye to each other and wish
each other luck as they
pursue their next endeavour. It is likely that any group that
reached Stage 4: Performing will
keep in touch with each other as they have become a very close
knit group and there will be
sadness at separating and moving on to other projects
independently.
Is the Team Effective or Not?
There are various indicators of whether a team is working
effectively together as a group.
The characteristics of effective, successful teams include:
Clear communication among all members.
Regular brainstorming session with all members participating.

Consensus among team members.
Problem solving done by the group.
Commitment to the project and the other team members.
Regular team meetings are effective and inclusive.
Timely hand off from team members to others to ensure the
project keeps moving in
the right direction.
Positive, supportive working relationships among all team
members.
Teams that are not working effectively together will display the
characteristics listed below.
The team leader will need to be actively involved with such
teams. The sooner the team
leader addresses issues and helps the team move to a more
effective way of working
together, the more likely the project is to end successfully.
Lack of communication among team members.
No clear roles and responsibilities for team members.
Team members "throw work over the wall" to other team
members, with lack of
concern for timelines or work quality.
Team members work alone, rarely sharing information and
offering assistance.
Team members blame others for what goes wrong, no one
accepts responsibility.
Team members do not support others on the team.
Team members are frequently absent thereby causing slippage
in the timeline and
additional work for their team members.
3

Example of a Team Moving Through the Five Stages
Background and Team Members
A team has been pulled together from various parts of a large
service organisation to work
on a new process improvement project that is needed to improve
how the company
manages and supports its client base. The team lead on this
project is Sandra from the
Chicago office who has 15 years experience as a project
manager/team lead managing
process improvement projects.
The other members of the team include:
Peter: 10 years experience on various types of projects,
expertise in scheduling and
budget control (office location: San Diego)
Sarah: 5 years experience as an individual contributor on
projects, strong programming
background, some experience developing databases (office
location: Chicago)
Mohammed: 8 years experience working on various projects,
expertise in earned value
management, stakeholder analysis and problem solving (office
location: New York)
Donna: 2 years experience as an individual contributor on
projects (office location: New
York)
Ameya: 7 years experience on process improvement projects,
background in
developing databases, expertise in earned value management
(office location: San
Diego)

Sandra has worked on projects with Sarah and Mohammed, but
has never worked with the
others. Donna has worked with Mohammed. No one else has
worked with other members of
this team. Sandra has been given a very tight deadline to get
this project completed.
Sandra has decided that it would be best if the team met face-to-
face initially, even though
they will be working virtually for the project. She has arranged
a meeting at the New York
office (company headquarters) for the entire team. They will
spend 2 days getting introduced
to each other and learning about the project.
The Initial Meeting (Stage 1: Forming)
The day of the face-to-face meeting in New York has arrived.
All team members are present.
The agenda includes:
Personal introductions.
Team building exercises.
Information about the process improvement project.
Discussion around team roles and responsibilities.
Discussion around team norms for working together.
Introduction on how to use the SharePoint site that will be used
for this project to share
ideas, brainstorm, store project documentation, etc.
The team members are very excited to meet each other. Each of
them has heard of one
another, although they have not worked together as a team
before. They believe they each
bring value to this project. The team building exercises have
gone well; everyone

participated and seemed to enjoy the exercises. While there was
some discussion around
roles and responsibilities - with team members vying for "key"
positions on the team -
overall there was agreement on what needed to get done and
who was responsible for
particular components of the project.
The onsite meeting is going well. The team members are getting
to know each other and
have been discussing their personal lives outside of work -
hobbies, family, etc. Sandra is
thinking that this is a great sign that they will get along well -
they are engaged with each
other and genuinely seem to like each other!
4
The Project Work Begins (Stage 2: Storming)
The team members have gone back to their home offices and are
beginning work on their
project. They are interacting via the SharePoint site and the
project is off to a good start.
And then the arguments begin.
Peter has put up the project schedule based on conversations
with only Mohammed and
Ameya on the team. Donna and Sarah feel as if their input to the
schedule was not
considered. They believe because they are more junior on the
team, Peter has completely
disregarded their concerns about the timeline for the project.
They challenged Peter's

schedule, stating that it was impossible to achieve and was
setting up the team for failure. At
the same time, Sarah was arguing with Ameya over who should
lead the database design
and development effort for this project. While Sarah
acknowledges that Ameya has a few
years more experience than she does in database development,
she only agreed to be on
this project in order to take a lead role and develop her skills
further so she could advance at
the company. If she knew Ameya was going to be the lead she
wouldn't have bothered
joining this project team. Additionally, Mohammed appears to
be off and running on his own,
not keeping the others apprised of progress nor keeping his
information up to date on the
SharePoint site. No one really knows what he has been working
on or how much progress is
being made.
Sandra had initially taken a side role during these exchanges,
hoping that the team would
work it out for themselves. However, she understands from past
experience managing many
project teams that it is important for her to take control and
guide the team through this
difficult time. She convenes all of the team members for a
virtual meeting to reiterate their
roles and responsibilities (which were agreed to in the kick-off
meeting) and to ensure that
they understand the goals and objectives of the project. She
made some decisions since the
team couldn't come to agreement. She determined that Ameya
would lead the database
development design component of the project, working closely
with Sarah so she can

develop further experience in this area. She reviewed the
schedule that Peter created with
the team, making adjustments where necessary to address the
concerns of Donna and
Sarah. She reminded Mohammed that this is a team effort and
he needs to work closely with
the others on the team.
During the virtual meeting session, Sandra referred back to the
ground rules the team set in
their face-to-face meeting and worked with the team to ensure
that there was a plan in place
for how decisions are made on the team and who has
responsibility for making decisions.
Over the next few weeks, Sandra noticed that
arguments/disagreements were at a minimum
and when they did occur, they were worked out quickly, by the
team, without her
involvement being necessary. Still, she monitored how things
were going and held regular
virtual meetings to ensure the team was moving in the right
direction. On a monthly basis,
Sandra brings the team together for a face-to-face meeting. As
the working relationships of
the team members started improving, Sandra started seeing
significant progress on the
project.
All is Going Smoothly (Stage 3: Norming)
The team has now been working together for nearly 3 months.
There is definitely a sense of
teamwork among the group. There are few arguments and
disagreements that can't be
resolved among the team. They support each other on the

project - problem solving issues,
making decisions as a team, sharing information and ensuring
that the ground rules put in
place for the team are followed.
Additionally, the team members are helping each other to grow
and develop their skills. For
example, Ameya has worked closely with Sarah to teach her
many of the skills he has
learned in database design and development and she has been
able to take the lead on
accomplishing some of the components of their aspect of the
project.
Overall, the team members are becoming friends. They enjoy
each other's company - both
5
while working on the project and after hours via communicating
on email, via instant
messaging, on Twitter, or over the telephone.
Significant Progress is Made! (Stage 4: Performing)
The team is now considered a "high performing team." It wasn't
easy getting to this stage
but they made it! They are working effectively as a group -
supporting each other and relying
on the group as a whole to make decisions on the project. They
can brainstorm effectively to
solve problems and are highly motivated to reach the end goal
as a group. When there is
conflict on the team - such as a disagreement on how to go

about accomplishing a task - the
group is able to work it out on their own without relying on the
team leader to intervene and
make decisions for them. The more junior members - Donna and
Sarah - have really
developed their skills with the support and help of the others.
They have taken on leadership
roles for some components of the project.
Sandra checks in with the team - praising them for their hard
work and their progress. The
team celebrates the milestones reached along the way. When
necessary, Sandra provides a
link from the team to the executives for decisions that need to
come from higher up or when
additional support is needed.
The project is on time and within budget. Milestones are being
met - some are even ahead of
schedule. The team is pleased with how well the project is
going along, as is Sandra and the
executives of the organisation.
Time to Wrap Up (Stage 5: Adjourning)
The project has ended. It was a huge success! The internal
customer is pleased and there is
definitely an improvement in how the company supports its
clients. It has been a great 8
months working together...with some ups and downs of course.
Each of the individuals on
the project will be moving to other projects within the
organisation, but no one is going to be
on the same project. They will miss working with each other but
have vowed to remain
friends and keep in touch on a personal level - hopefully to

work together again soon!
The team has gotten together in the New York office to discuss
the project, including
documenting best practices and discussing what worked
effectively and what they would
improve upon given the chance to do it again. Sandra has taken
the team out to dinner.
They are joined by the project sponsor and some other
executives who are extremely
pleased with the end result.
The End!
This is a simplistic view of a team working through the five
stages of team development. I
hope it provides some benefit to you.
Remember that at any time this team could revert back to a
previous stage. Let's assume
that another individual joins the team - the team will revert back
to the "forming" stage as
they learn how to work with the new team member;
reestablishing team guidelines, finding
their way again, and learning how to work cohesively as a team.
Or, let's assume that
Mohammed slips back into his old ways of keeping to himself
and not sharing information
with the team - this may cause the team to revert back to the
"storming" stage.
Summary
It is important to remember that every team - regardless of what
the team is working on -
will follow these stages of team development. It is the job of

the team leader to help see the
team through these stages; to bring them to the point where they
are working as effectively
as possible toward a common goal.
References:
6
The Team Handbook, 3rd Edition (Scholtes, Joiner, Streibel),
Publisher: Oriel
Managing the Project Team (Vijay Verma), Publisher: PMI
Gina Abudi has over 15 years consulting experience in a variety
of areas, including project
management, process management, leadership development,
succession planning, high
potential programmes, talent optimisation and development of
strategic learning and
development programmes. She is Partner/VP Strategic
Solution
s at Peak Performance
Group, Inc. in Gloucester, Massachusetts. Gina blogs at
www.GinaAbudi.com. She has
been honoured by PMI as one of the Power 50 and has served as
Chair of PMI's Global
Corporate Council Leadership Team. She has presented at

various conferences on topics
ranging from general management and leadership topics to
project management. Gina
received her MBA from Simmons Graduate School of
Management.
Copyright © 2009-2010 Gina Abudi. All rights reserved.
© Project Smart 2000-2010. All rights reserved.
7

[InternetShortcut]URL=httpsprezi.comviewQFet41Y5Oz7h0gJtE.docx

More Related Content

Similar to [InternetShortcut]URL=httpsprezi.comviewQFet41Y5Oz7h0gJtE.docx (20)

More from gerardkortney (20)

Recently uploaded (20)

[InternetShortcut]URL=httpsprezi.comviewQFet41Y5Oz7h0gJtE.docx