Why is the Forming, Storming, Norming and Performing framework more useful today than ever?

What is Forming-Storming-Norming-Performing?

The Forming-Storming-Norming-Performing model is a framework developed by Bruce Tuckman in 1965 to describe the stages that teams generally go through as they develop. Understanding these stages helps leaders and team members navigate the challenges of team dynamics. Here's a brief overview of each stage and why this model remains relevant in 2024.

Forming

In this initial stage, team members gather and begin to understand the team’s objectives. As teams form, individuals learn about the tasks at hand and each other’s skills and personalities. Though this stage is characterised by excitement and enthusiasm, it also involves uncertainty about roles within the team and can feel unstable even concerning to team-members and the leader. For leaders, this phase requires direction and guidance to help establish structure and clarity.

Storming

During the Storming phase, differences among team members start to surface, leading to disagreements and even conflict. These conflicts can arise from differing working styles, perspectives, or expectations about duties. Often considered the most challenging stage, storming requires effective conflict resolution and open communication. The name ‘Storming’ can put people off - while it’s long and doesn’t rhyme, ‘working out how to best work together’ may be a better framing for some people. Leaders must foster a safe environment for discussions and help mediate disputes constructively.

Norming

In the Norming stage, team members start to resolve their differences, developing stronger interpersonal relationships. There’s often increased cooperation as team roles become clearer, and norms and processes are established. Trust and camaraderie build, allowing the team to work more harmoniously and focus increasingly on task performance rather than conflict.Leaders can guide Storming and Norming by providing feedback to team-members to help build its norms and performance.

Performing

At this stage, the team reaches optimal efficiency and functionality. Roles and processes are well-defined, and members are motivated and competent. The team operates effectively, with high trust, health debate, and visible accountability. Leadership in this phase is often participative or delegative, allowing the team to make decisions autonomously where appropriate.

Why It’s More Relevant Than Ever

Here are seven reasons why understanding this journey is more important, and this framework more useful, than ever before.

1. Dynamic Work Environments: As workplaces continue to become more dynamic, flexible structures (such as remote work, hybrid teams, and cross-functional collaborations) and understanding team development stages is key to managing temporary and permanent teams effectively.

2. Emphasis on Emotional Intelligence: With societal trends like inclusion growing, modern workplaces prioritise emotional intelligence. The model helps leaders and team members develop empathy and communication skills, essential for moving through these stages smoothly.

3. Technological Advancements: New tools and digital communication platforms enhance team collaboration but also bring challenges. Tuckman’s framework helps teams navigate new digital landscapes by making the team stronger and more resilient in the face of technological change and challenges.

4. Project-Based Work: As many industries shift towards project-based work, teams are frequently formed and disbanded. Tuckman's model helps project managers and team members quickly ‘reform’ and optimise team performance.

5. Agile and Iterative Workflows: Agile methodologies, widely adopted in software development and beyond, underscore iterative improvement. This aligns with Tuckman’s model, as it emphasizes evolution and adaptation within teams through continuous feedback and development.

6. Remote Work Challenges: With the persistence of remote and hybrid work models, ensuring clear communication and team cohesion is vital. The model assists in recognising and addressing remote work challenges, like time-zone differences and virtual communication barriers, by facilitating effective teamwork.

7. Increased Cross-Cultural Teams: With globalisation, teams often comprise members from diverse cultural backgrounds. The Forming-Storming-Norming-Performing framework provides a structure to help manage cultural differences and foster integration by shining light on how different people work and finding ways to integrate different approaches.

Not all organisational frameworks age well. Tuckman's model offers a blueprint for understanding team dynamics that is more useful than in the past because teams are more fluid, operating in ways we have not seen before, requiring better team leadership and management to build, maintain, and rebuild their effectiveness.