The forming–storming–norming–performing model of group development was first proposed by Bruce Tuckman in 1965,[1] who said that these phases are all necessary and inevitable in order for a team to grow, face up to challenges, tackle problems, find solutions, plan work, and deliver results.
[2] Tuckman hypothesized that along with these factors, interpersonal relationships and task activity would enhance the four-stage model that he first proposed as needed to successfully navigate and create an effective group function.
[4] The team meets and learns about the opportunities and challenges, and then agrees on goals and begins to tackle the tasks.
This is also the stage in which group members test boundaries, create ground rules, and define organizational standards.
This stage often starts when they voice their opinions; conflict may arise between team members as power and status are assigned.
[4] "Resolved disagreements and personality clashes result in greater intimacy, and a spirit of co-operation emerges.
Members reflect on their accomplishments and experiences, often experiencing mixed emotions[3] Timothy Biggs suggested that an additional stage be added of[clarification needed] "norming" after "forming" and renaming[clarification needed] the traditional norming stage "re-norming".
[citation needed] Rickards and Moger proposed a similar extension to the Tuckman model when a group breaks out of its norms, through a process of creative problem-solving.
They simplify the sequence and group the forming-storming-norming stages together as the "transforming" phase, which they equate with the initial performance level.
A healthcare research study "Maximizing Team Performance: The Critical Role of the Nurse Leader"[11] examined the role of nursing leaders in facilitating the development of high performing change teams using the Tuckman model of group development as a guiding framework.
Using qualitative research techniques, these authors linked the team development stages to leadership strategies, as well as identified keys to leader success.