Podcast Episode 12: Team Building According to Tuckman

Have you ever wondered how to effectively lead a team through a project? Stick around. We'll explain step by step how to use the stages of team building according to the Tuckman Model to get your team into the Performing phase – using a real-world example. Let’s dive right in!

But before we get into the details, let’s take a closer look at what the Tuckman Model is and why it’s so important for project managers.

The Tuckman Model, developed by psychologist Bruce Tuckman in the 1960s, describes the phases that teams go through to work efficiently and productively. It helps us understand that teams don’t work perfectly from the start; they go through various developmental phases before reaching their full potential.

This model is especially valuable for project managers because it helps identify team dynamics and manage them accordingly. Often, projects don’t fail due to poor planning, but because the team doesn’t fully come together. The Tuckman Model helps us anticipate the typical challenges at each stage and guide the team through these phases.

But what are the phases of the model

The model consists of four main phases: Forming, Storming, Norming, and Performing.
In some cases, a fifth phase, Adjourning, is added to describe the conclusion of a project. These phases form the backbone of team building in any project.

But what do these phases mean for project management? How can you, as a project manager, advance the development of your team effectively?

Let's now explore the phases of the model step by step using a practical example.

The Tuckman Model in Practice: Step-by-Step Explanation

PHASE 1: FORMING – THE TESTING PHASE
The first phase of the Tuckman Model is called Forming, and it marks the starting point for any team. This phase revolves around orientation and understanding the project’s objectives. The team comes together for the first time, the members get to know each other, and both roles and project goals are still unclear. Everyone is trying to find their place.

Practical Example: The First Kick-off Meeting
Imagine you’re leading a new project to implement a digital solution for a mid-sized company. In the Forming phase, you’ll organize the first kick-off meeting. Your main goal is to ensure that everyone understands the project’s scope, who is on the team, and what roles each person will take on.

Your Tasks as a Project Manager in the Forming Phase:

1. Prepare a Clear project Briefing: Define the project goals and ensure everyone is on the same page.
2. Facilitate the Introduction Process: In this phase, you act as a host, creating space for team members to get to know each other.
3. Clarify Roles and Responsibilities: Clarify Roles and Responsibilities: Each team member must know exactly what their role and responsibilities are within the project.
4. Manage Expectations: It’s less about specific details at this point and more about establishing transparency over who is responsible for what.

The kick-off meeting is the central anchor in this phase. Your focus should be on ensuring clarity and transparency, making sure all team members have the same information.

PHASE 2: STORMING – THE CONFLICT PHASE

The Storming phase is often the most challenging part of the Tuckman Model. At this point, tensions and conflicts arise, as team members have differing opinions, working styles, and priorities. These conflicts are normal and even necessary, as they show that team members are actively engaged. Ultimately, these conflicts bring clarity. Only by resolving these differences can the team move on to the next stage.

Practical Example: Tensions Between the Development and Marketing Teams
In our example, there might be disagreements between the developers and the marketing team. Perhaps the developers want to use a specific technical solution that the marketing team either can’t understand or sees as unsuitable. This is where you, as the project manager, step in. Now you need to moderate, resolve conflicts, and find common ground.

Your Tasks as a Project Manager in the Storming Phase:

1. Moderate Conflicts: You’ll need to organize structured meetings to clarify tensions and find compromises, acting as both mediator and motivator.
2. Don´t Take Over Control: Allow the team the freedom to resolve conflicts on their own without overstepping. Otherwise, you risk keeping the team stuck in this unproductive phase.
3. Encourage Communication: Ensure that everyone expresses their viewpoints clearly and understands the perspectives of others.
4. Set Priorities: Help the team stay focused on the project’s goals and make necessary decisions.

This phase is crucial for resolving disagreements and finding common solutions to get the team back on track. A useful approach is to hold structured discussions and seek compromises. For instance, in our project, you could ask the developers and marketing team to present the pros and cons of their tools. This ensures both sides can discuss on equal footing to find a joint solution.

PHASE 3: NORMING – THE ORGANIZING PHASE

After overcoming conflicts, the team enters the Norming phase. Here, the team develops common norms, standards, and work processes. Team members begin working more effectively together, and everyone finds their role. The result is cohesive and productive teamwork, where everyone knows what’s expected of them and how tasks are divided.

Practical Example: Agreeing on a Common Technical Solution
In our example, this means that the developers and marketing team have agreed on a tool that works for both sides. Now the team begins working according to defined processes and shared methodologies, making collaboration more efficient.

Your Tasks as a Project Manager in the Norming Phase:

1. Become a Consultant or Coach: As rules and processes solidify, you can transition into more of a consulting or coaching role, guiding the team without micromanaging.
2. Establish Workflows and Meetings: Ensure that clear workflows and regular meetings are in place to structure collaboration.
3. Develop a Communication Strategy: Ensure that the team creates a communication strategy – clear "rules of the game" – to avoid misunderstandings and work efficiently.
4. Promote Team Cohesion: Encourage team cohesion through activities and feedback sessions so the team can continuously improve and foster an open communication culture.
5. Strengthen Task Orientation: As the team becomes more productive, shift your leadership to be more task-oriented, guiding the team toward clear goals.

This phase is a crucial step toward the team’s peak performance. As the project manager, you ensure that the team continues to grow, collaborates effectively, and makes ongoing improvements. A key aspect of this phase is celebrating successes, no matter how small, like completing a milestone. This helps to motivate and strengthen the team.

PHASE 4: PERFORMING – THE HIGH-PERFORMANCE PHASE

In the Performing phase, the team is working at its peak. Processes are running smoothly, roles are clearly defined, and the team is self-organized and productive. At this point, it’s all about driving the project forward and delivering results.

Practical Example: Implementing the Digital Solution
During this phase, the digital solution is gradually implemented. The team knows exactly what needs to be done and works with focus to achieve the project’s objectives.

Your Tasks as a Project Manager in the Performing Phase:

1. Monitor Progress: Keep an eye on the project’s progress, stepping in only if obstacles arise.
2. Provide Resources: Ensure that the team has everything it needs to work efficiently.
3. Offer Support: Focus on clearing the path for the team by removing obstacles and providing support as needed.

In this phase, the team is on autopilot, and your role as project manager is to ensure that the pace is maintained without over-managing. The team knows what to do, and your job is to support them where necessary and keep things moving smoothly.

PHASE 5: ADJOURNING – THE CONCLUSION PHASE

The fifth phase, Adjourning, describes the project’s conclusion. The team disbands, and the project is officially wrapped up – it’s time to celebrate the successes. This phase is particularly important to ensure the project ends cleanly and that the team is recognized for their efforts. It’s worth noting that this phase wasn’t part of the original model and was added later.

Practical Example: Final Project Review
In our example project, this means the digital solution has been successfully implemented, and the team has completed their tasks. Now it’s time to evaluate and close out the project.

Your Tasks as a Project Manager in the Adjourning Phase:

1. Evaluate the Project’s Conclusion: Conduct a final review and document what worked well and what could be improved next time.
2. Ensure Documentation: Gather all the important project documents so future teams can refer to them.
3. Recognize Successes: Take the time to acknowledge the team’s efforts and close the project on a positive note.

This phase ensures that the project is closed properly and that the team can learn from the experience. It’s essential to give the team the opportunity to reflect on the project results and learn from each other.

Successful Team Management Through Targeted Support

The Tuckman Model provides a clear roadmap for how teams develop and collaborate – guiding them through the various phases, from orientation and conflict resolution to peak performance and a successful project conclusion.

Of course, no team is the same, and even the Tuckman Model isn’t set in stone. The phases are experienced differently in intensity, and not every team moves through them at the same pace or in the same order. Several factors influence this process:

• How flexible is the work environment?
• How large is the team?
• Do the members already know each other?
• How experienced is the project manager?

These variables can cause teams to move quickly through the phases – or stay stuck longer in a particular phase, such as Storming.

As a project manager, it’s essential to regularly assess which phase your team is in so you can support them effectively. Perhaps you’ll find that you’ve been stuck in the conflict phase for some time and haven’t reached the next step yet. By continually reflecting on your team’s dynamics, you can step in early and guide the team in the right direction.

The typical behaviors that Tuckman described can be observed time and time again. So, take a closer look: What project are you currently working on, and which phase is your team in? You might be surprised by how well the model applies to your project. Or you may realize that your team is stuck in a phase, and it’s time to move forward. Some have discovered this way that their team never really made it past the Storming phase.

SUMMARY

The Tuckman Model offers valuable guidance for project managers to manage team building and collaboration effectively. Each phase presents its own challenges, and it’s crucial for the project manager to take the right actions in each phase, supporting the team and consciously steering the team process. With clear communication, effective conflict resolution, and a structured approach, you can guide your team through all phases – all the way to a successful project conclusion.