Go Deep on Forming, Storming, Norming

Team's form organically and unpredictably: Bruce Tuckman

If you've ever worked with teams, you team dynamics, you've likely encountered Bruce Tuckman's stages of group development: Forming, Storming, Norming, Performing. It's a neat framework, suggesting teams evolve predictably. But there's more to Tuckman's work that often gets missed, especially in our digital-first world.

The Nuances Lost in Translation

●      It's Not Linear: While the stages are presented sequentially, real teams bounce around. A new hire can throw a high-performing team back into Storming, while conflict resolution might require revisiting Norming phases. Recognizing this fluidity is key to adapting leadership style.

●      Context is King: Tuckman's original research was in the 1960s. Teams today are often geographically dispersed, interact mainly online, and may have vastly different cultural backgrounds. Applying the model requires sensitivity to these modern nuances.

●      Individual vs. Group Needs: Tuckman focuses on the group's evolution, but individuals within the team are also on personal journeys. Someone great in the Performing stage might struggle when the team regresses to Storming.

Hidden Gems: What We Don't Talk About Enough

1.     The Power of "Un-Forming": While not one of the original stages, Tuckman later added "Adjourning" (or "Mourning"). Teams ending can be just as impactful as their formation. Ignoring this can lead to unresolved emotions and hinder future collaborations.

2.     Leadership Shifts: Tuckman implied that leadership style should evolve with the group. Early on, a directive style might be needed, while a high-performing team benefits from a more facilitative leader. Many managers miss this cue.

3.     The "Norming Trap": Teams can get comfy in Norming, avoiding conflict but stagnating in innovation. Tuckman saw this as a potential danger – sometimes, a bit of productive Storming is needed to break through plateaus.

Tuckman in the Digital Age

In today's virtual teams:

●      Forming Takes Longer: Building trust and rapport online is harder than in person. Leaders must be intentional about fostering connections.

●      Storming Can Be Invisible: Passive aggression or withdrawal replace open conflict. Tools for anonymous feedback and regular check-ins are crucial.

●      Performing Requires More Structure: Clear communication and well-defined roles are even more important when you're not in the same room.

Key Takeaways for Today's Leaders

●      Don't Be a Stage-Purist: Use Tuckman's model as a guide, not a rigid rulebook.

●      Adapt Your Leadership: Be the leader your team needs at each phase.

●      Embrace the Full Cycle: From formation to disbandment, each stage has lessons to offer.

●      Leverage Technology: Use digital tools to foster communication, build trust, and track team health.

By understanding the full depth of Tuckman's work, we can better navigate the complexities of modern team dynamics and build groups that thrive in both the physical and digital realms.

Let me know if you want a deeper dive into any of these specific aspects, or want to explore how different Agile frameworks interact with Tuckman's stages!

Here is the original paper:

https://web.archive.org/web/20151129012409/http://openvce.net/sites/default/files/Tuckman1965DevelopmentalSequence.pdf