Introduction
As project managers we have all faced the challenges of trying to put together an effective team to plan and deliver a project. These teams are often made up of a range of individuals of varying experience, enthusiasm and levels of competence. The Tuckman cycle of team development, commonly referred to as Tuckman’s Stages, is a useful framework that describes how teams grow and evolve as they work together more effectively. For project managers, having a good grasp of this model is critical. It provides us with insights into how to guide our project teams through various stages of development, ensuring they stay productive and focused on achieving their project goals within deadlines and available resources.
The model is broken down into five key stages: Forming, Storming, Norming, Performing, and Adjourning. Each phase offers its own set of challenges and opportunities, and as project managers we must be prepared to recognize these phases and adapt their leadership approach accordingly. This model is very dynamic and a team in the performing stage facing a new challenge, or a change of team composition can once again find itself back in the storming stage.
Forming
In the forming stage, team members tend to be polite and careful as they figure out their roles and responsibilities. The project manager’s task here is to provide clear instructions and set expectations for the team. This includes outlining the project’s goals, each person’s role, and how the group will work. Establishing open communication and trust early on is vital to the team’s future success. In this stage the PM would apply a more directive leadership approach to provide clarity and certainty.
Storming
The storming stage is when conflict and competition often arise. As team members become more comfortable, they start to express their ideas, which can lead to disagreements. For the project manager, this phase can be tricky to navigate. Differences in work styles and perspectives may lead to friction. The manager needs to act as a mediator, helping the team resolve conflicts and keep focused on the project objectives. Resolving these issues and adopting a coaching type of leadership response is key to supporting the team’s development and helping them to move forward.
Norming
Once the team moves into the norming stage, they start to hit their stride. Communication improves, roles are better understood, and everyone begins to work together more efficiently. At this point, the project manager should provide facilitator type support and reinforce the positive behaviours that appear. By fostering an environment of collaboration and refining processes, the team’s overall productivity will increase.
Performing
In the performing stage, the team is functioning at a high level. Team members are fully engaged, independent, and can manage challenges without much oversight. The project manager now takes on more of a supporting role, removing obstacles as needed and ensuring the team stays aligned with their goals. This is the stage where peak performance is often achieved. Anybody who has been a part of a ‘high performing team’ will remember the magic cocktail of camaraderie, energy and the joy of team achievement.
Adjourning
The adjourning stage comes at the end of the project when the team disbands. It’s important for the project manager to help the team find closure, celebrate their accomplishments, and reflect on lessons learned. This helps support morale and prepares the team for future projects.
In summary
To summarise, understanding how to apply the Tuckman cycle will help us as project managers to develop our project teams and manage the ongoing complex team dynamics. This will foster a more rewarding and collaborative working environment leading to enhanced project team performance and improved project delivery.
Training in the Tuckman Cycle
The Tuckman Cycle is a topic covered within Provek’s APM PFQ, APM PMQ, and Soft Skills courses. If you would like to find out more, please contact the team on 01635 524 610 / enquiries@provek.co.uk.
