The Tuckman Model

The Tuckman model is a framework for team development that outlines five stages a group goes through to become a cohesive and high-performing unit: forming, storming, norming, performing, and adjourning. Developed by psychologist Bruce Tuckman in 1965, the model helps managers and team members understand the predictable process of team evolution. The stages are not strictly linear, and teams may regress to earlier phases due to changes in leadership, team composition, or new challenges.

The Tuckman Model, proposed by Bruce Tuckman in 1965 and expanded in 1977, describes the stages teams typically go through to become high-performing. It consists of five stages: Forming, Storming, Norming, Performing, and Adjourning.

The five stages of the Tuckman model

1. Forming – Orientation & Getting Started

This is the initial stage where a team is assembled and tasks are introduced. During this phase, team members are typically:

• Polite and cautious as they get to know each other and try to be accepted by the group.
• Highly dependent on the leader for guidance and direction.
• Uncertain about their roles and responsibilities within the team.
• Focused on themselves while trying to determine the team's objectives.
• Team members meet and learn about the project.
• Roles and responsibilities are unclear.
• Behavior is polite and dependent on the leader.
• Focus is on building relationships and understanding goals.

2. Storming – Conflict & Power Struggles

As team members become more comfortable, conflicts and competition arise as they start to voice their opinions and assert their individuality. This stage is defined by:

• Disagreements over team goals, roles, and responsibilities.
• Power struggles and personality clashes between members.
• Heightened emotional responses, such as defensiveness, frustration, and jealousy.
• Formation of cliques or factions within the team.
• Members express opinions and challenge ideas.
• Disagreements over roles, responsibilities, and approaches emerge.
• Possible personality clashes or power struggles.
• Critical stage for conflict resolution.

3. Norming – Cohesion & Agreement

During the norming stage, the team begins to resolve conflicts and develops a sense of cohesion and unity. Characteristics of this phase include:

• Roles and responsibilities become clear and are agreed upon.
• Trust and acceptance grow among team members.
• Communication becomes more open and constructive.
• The leader's style shifts from directing to facilitating as team members take on more responsibility.
• Conflicts are resolved and trust develops.
• Roles and processes become clear and accepted.
• Communication becomes open and constructive.
• Leader shifts from directing to facilitating.

4. Performing – High Productivity & Autonomy

This is the most productive stage, where the team operates as a highly functional and effective unit. In the performing stage, the team is:

• Self-sufficient and autonomous, able to make decisions without constant supervision.
• Focused on achieving shared goals with a high degree of commitment.
• Able to handle conflicts constructively and resolve issues internally.
• Interdependent, with members flexing their roles to meet the team's needs.
• Team operates efficiently toward shared goals.
• Members are competent, motivated, and self-managing.
• Problem-solving is collaborative and effective.
• Leader’s role is mostly supportive.

5. Adjourning – Closure & Disbanding

Added by Tuckman in 1977, this final stage involves the completion of tasks and the dissolution of the team. During this period, team members may experience a range of emotions, including:

• Pride and satisfaction over their accomplishments.
• Sadness or a sense of loss over the end of the team dynamic.
• Uncertainty about what comes next.
• Project ends and the team disbands.
• Members reflect on achievements and lessons learned.
• Mixed emotions: pride in success, sadness at separation.

Quick Reference Table

Stage	Focus Area	Leader’s Role	Common Challenges
Forming	Orientation & relationship building	Direct & guide	Unclear goals, low trust
Storming	Conflict resolution & role clarity	Coach & mediate	Power struggles, resistance
Norming	Cohesion & process alignment	Facilitate & support	Groupthink, avoiding conflict
Performing	Productivity & autonomy	Delegate & empower	Maintaining momentum
Adjourning	Closure & transition	Recognize & release	Loss of motivation, uncertainty

Key Points

• Stages are not always linear; teams may move back and forth.
• Leadership style should adapt at each stage.
• Goal is to reach and sustain high performance.