The Tuckman Model

The Tuckman Model: Accelerating Organizational Development through Team Building

In today’s business environment, effective team building is an indispensable factor for organizational success.

While diverse members bring innovative ideas, fostering a sense of unity within the team can become challenging. The Tuckman Model is a popular approach designed to address these challenges.

Overview of the Tuckman Model’s Five Stages

The Tuckman Model was proposed in 1965 by psychologist Bruce W. Tuckman. It explains team development as a process progressing through five stages from formation to dissolution. Although an established model in organizational development theory, it remains highly applicable today. Let’s explore each stage in detail.

1. Forming Stage

The initial forming stage is when the team is created and members begin to recognize each other. Due to a lack of communication, building trust is the main challenge. The leader’s role is to set common goals and provide direction.

2. Storming Stage

During the storming stage, conflicts of opinions and confusion over role assignments arise. Communication intensifies, and the leader facilitates discussions and clarifies roles. Successfully managing diverse opinions requires next-generation leadership that fosters high psychological safety with a focus on diversity & inclusion (D&I) and ongoing dialogue to build trust.

3. Norming Stage

The norming stage is when trust among members develops, and team norms are established. Sharing these norms and maintaining smooth communication is vital.

4. Performing Stage

In the performing stage, member engagement peaks, the team operates smoothly, and high performance is achieved. Leaders focus on maximizing members’ abilities and fostering growth.

5. Adjourning Stage

The final adjourning stage marks the team’s disbandment, often following goal completion or the end of a time period. It is important to provide feedback on everyone’s strengths and help create an atmosphere conducive to moving forward positively to the next stage.

Some interpretations of the Tuckman Model exclude the fifth stage, considering it unnecessary strictly from a team formation standpoint. However, in typical corporate projects, team members often continue interaction beyond project completion—whether colleagues or long-term partners. Even when members leave due to transfers or resignation, appearing for new challenges, having a positive closure in the previous team is essential for further team building.