I. Stage 1: FORMING
 
When a team is forming, members cautiously explore the boundaries of acceptable group behavior.  This is a stage of transition from individual to member status, and of testing the leader’s guidance both formally and informally.

Forming includes these feelings…

• Excitement, anticipation, and optimism
• Pride in being chosen for the project
• Initial, tentative attachment to the team
• Suspicion, fear, and anxiety about the job ahead

• Attempts to define the task and decide how it will be accomplished
• Attempts to determine acceptable group behavior and how to deal with group problems
• Decisions on what information needs to be gathered
• Loft, abstract discussions of concepts and issues; or, for some members, impatience with these discussions
• Discussion of symptoms or problems not relevant to the task; difficulty in identifying relevant problems
• Complaints about the organization and barriers to the task

II. Stage 2:  STORMING
 
Storming is probably the most difficult stage for the team.  It is as if team members jump in the water, and thinking they are about to drown, start thrashing about.  They begin to realize the task is different and more difficult than they imagined, becoming testy, blameful, or overzealous.

Impatient about the lack of progress, but still too inexperienced to know much about decision-making or the scientific approach, members argue about just what actions the team should take.  They try to rely solely on their personal and professional experience, resisting any need for collaborating with other team members.

Storming includes these feelings…

• Resistance to the task and to quality improvement approaches different from what each individual member is comfortable using.
• Sharp fluctuations in attitude about the team and the project’s chance of success.
• Arguing among members even when they agree on the real issue.
• Defensiveness and competition; factions and “choosing sides”
• Questioning the wisdom of those who selected this project and appointed the other members of the team
• Establishing unrealistic goals; concern about excessive work
• A perceived “pecking order”; disunity, increased tension, and jealousy

III. Stage 3: NORMING

During this stage, members reconcile competing loyalties and responsibilities.  They accept the team, team ground rules (or “norms”), their roles in the team, and the individuality of fellow members.  Emotional conflict is reduced as previously competitive relationships become more cooperative.

Norming includes these feelings…

• A new ability to express criticism constructively.
• Acceptance of membership in the team.
• Relief that it seems everything is going to work out.

• An attempt to achieve harmony by avoiding conflict.
• More friendliness, confiding in each other, and sharing of personal problems, discussing the team’s dynamics.
• A sense of team cohesion, a common spirit and goals.
• Establishing and maintaining team ground rules and boundaries.

IV. Stage 4: PERFORMING

By this stage, the team has settled its relationships and expectations.  They can begin performing—diagnosing and solving problems, and choosing and implementing changes.  At last team members have discovered and accepted each other’s strengths and weaknesses, and learned what their roles are.

Performing includes these feelings…

• Members have insights into personal and group processes, and better understanding of each other’s strengths and weaknesses.
• Satisfaction at the team’s progress.

• Constructive self-change.
• Ability to prevent or work through group problems.
• Close attachment to the team.

( Adapted from The Team Handbook, by Peter R. Scholtes, Joiner Press, 1988)