Tuckman's Ladder: approach to team development

Project teams often bring together people from different departments, backgrounds, and even organizations. Some team members may have worked together before, while others are meeting for the first time. To achieve project success, a team must go through a process of development and adaptation. A strong, well-functioning team evolves over time to be productive, collaborative, understanding, and helpful to each other.

Tuckman's Ladder is a model that explains how teams develop through five key stages, each presenting unique challenges and dynamics. These stages help us guide the team efficiently, anticipate potential issues, and create an environment that cultivates collaboration and productivity.

Let us explore the stages of team development and how to apply them in project management.

Forming Stage

The Forming stage is when a new team comes together. Team members are polite, cautious, and focused on understanding their roles and the project objectives. There is excitement, but also uncertainty, as people are still figuring out how they fit into the group.

A lack of clarity can lead to confusion and misalignment. If expectations are not defined early, misunderstandings will emerge in later stages.

Characteristics

• Team members rely on the project manager for guidance and direction.
• There is little conflict, but also minimal collaboration.
• Goals and responsibilities may not yet be fully understood.

The project manager's role in this stage is to set clear expectations regarding goals, scope, and responsibilities to provide a solid foundation for the team. PM also helps the team establish effective communication channels to ensure that everyone understands the project structure and their role within it.

Storming Stage

During the Storming stage, conflicts and disagreements arise. As team members become more comfortable, they start expressing opinions, questioning decisions, and pushing for their preferred ways of working. This is a critical stage where many teams struggle.

Unresolved conflicts can escalate and create long-term dysfunction within the team. If this phase is not managed properly, the team may never progress to the next stage.

Characteristics

• Clashes over priorities, working styles, and responsibilities.
• Miscommunication and frustration among team members.
• Resistance to authority or processes.

During the Storming stage, the project manager's role is to facilitate conflict resolution and encourage constructive discussions to prevent disagreements from escalating.

Clear boundaries should be set and decision-making processes should be established to minimize confusion and avoid prolonged disputes that could delay progress.

Norming Stage

As conflicts are addressed, the team enters the Norming stage. Team members develop mutual respect, collaboration improves, and work starts to become more efficient. The team begins to function as a cohesive unit.

Teams may revert to Storming if new conflicts arise, especially when facing external pressures or sudden changes in project scope.

Characteristics

• Improved teamwork and communication.
• Team members understand and respect each other’s strengths and working styles.
• Productivity increases as the focus shifts from conflict to collaboration.

In the Norming stage, the project manager should encourage knowledge-sharing and team-driven problem-solving to strengthen collaboration and efficiency.

Performing Stage

The Performing stage is where the team reaches its highest level of productivity and effectiveness. Team members work independently while maintaining strong collaboration. They are aligned on goals, and decision-making becomes more efficient.

Teams in this phase can become complacent. Continuous feedback and new challenges help keep performance levels high.

Characteristics of Performing

• High trust and strong team dynamics.
• Minimal need for intervention from the project manager.
• Effective problem-solving and decision-making.

In the Performing stage, the project manager should support continuous improvement by optimizing workflows and proactively removing obstacles that could slow the team down. Empowering team members to take ownership of their work fosters accountability and enhances productivity.

Adjourning Stage

At the end of a project, the team moves into the Adjourning stage. This phase involves wrapping up work, transitioning team members to new projects, and reflecting on lessons learned.

If lessons learned are not documented, future projects may repeat the same mistakes. Taking the time to reflect and share knowledge helps improve future team performance.

Characteristics of Adjourning

• Mixed emotions as the project concludes and the team disbands.
• A focus on final deliverables and closure.
• Knowledge transfer and documentation to support future projects.

In the Adjourning stage, the project manager should conduct a retrospective to assess successes and identify areas for improvement, ensuring valuable lessons are captured for future projects.

How to Apply Tuckman's Ladder in Project Management

Tuckman's Ladder provides a clear roadmap for understanding team dynamics and guiding teams through challenges.

Project managers can use this framework to:

• Assess the team's current stage and adapt leadership approaches accordingly.
• Facilitate smooth transitions between stages.
• Provide the right level of support - more guidance in early stages, more autonomy in later ones.
• Encourage continuous improvement even in high-performing teams.

Final Thoughts

Every project team goes through these stages. The key to success is recognizing which stage your team is in and knowing how to support them through each phase.

Where do you think your current team stands? Have you ever worked with a team that got stuck in one of these stages? Let's discuss.