Most teams go through predictable stages of development. These stages were first identified by Bruce W Tuckman in 1965. Teams may face many issues and challenges, but they also have many benefits. Benefits to individual members include greater understanding of their work and their organization, improved relationships, and satisfaction and engagement that comes from solving real problems. But in order for these benefits to occur, teams must be properly managed. One key to that management is an understanding of the stages that teams typically go through. Knowing what the stages are and how to meet the needs of the group at each stage can help prevent pitfalls. The stages are forming, storming, norming, performing, and then adjourning. Every team goes through these stages and it's useful to understand them. Forming is the first stage for a team. Some team members might be eager and excited. Others might be anxious, and even confused. At this point they probably don't really understand what they're about to do. They may not know each other. At this point the team is not very productive. Members may be exploring the boundaries of group behavior. Forming behaviors may include attempts to define the task and how to accomplish it. The team may try to decide what information they need. They should determine acceptable team behaviors. At this stage team members are likely to wait to be told what to do and may direct most of their communication to the team leader. The discussion may stray to symptoms or problems that are not relevant to the task. This may also be a time for venting, as team members complain about the organization or barriers to success. The second phase in team development is storming. This stage can be very difficult for members and for the leader. At this stage, team members may be beginning to gain more confidence in voicing their opinions. This may result in conflict among some group members. Others may be anxious or withdraw their participation in the face of conflict. This can be frustrating for everyone. This is much more manageable when everyone understands that this is a normal part of team development. The storming phase often brings out some negative behaviors. Team members may question each other, the team, and the project. Some may vie for influence while others pull back. This is the most difficult stage for a team. Team members may cling to their previous ideas, based on their own experience, and may not seek or listen to the ideas of others. Good facilitation skills and possibly some training in interpersonal communication can help a team through this difficult phase. In the norming phase, the team is starting to come together and beginning to work as a team. Team identity and feelings of membership are starting to grow. Team members are getting better at listening and resolving differences. The team becomes more relaxed as they improve focus on the team's objectives The norming phase might be identified by the emergence of positive behaviors. Team members are more relaxed, they may joke or confide in each other. They follow team rules without prompting. Team members will find ways to work out differences that do not escalate the conflict. And they can offer and receive constructive criticism. The last major stage of development is performing. In this stage, the group has matured as a team. They work together smoothly and in concert. There may be ups and downs and the team may occasionally revert to an earlier stage. But individuals will have a better understanding of interpersonal and group processes. Team members will know each other better, acknowledge and value each other's strengths, while accepting each other's weaknesses. There is growing satisfaction with what the team is accomplishing, and the feelings of membership are strong. The behaviors in the performing stage are largely positive. Not only does the team grow and learn, but individual members exhibit intentional growth as well. Team members are able to prevent problems and conflict and to work through them when they arise. The final stage is adjourning. The project is over and the team will disband. But they should not just go their separate ways without experiencing this stage. This is a time for individual and team reflection. A final debriefing meeting is a good idea. What did we do well both in terms of the project and in terms of team processes? What did we learn individually? Were there ideas or solutions that we developed that could be applied to other problems or other areas of the organization? And finally some celebration is in order. The team has done good work, it's probably above and beyond their regular duties. This should be publicly recognized. The celebration is also an opportunity to interest other employees in being part of the next team.