The concept of Forming, Storming, Norming and Performing (FSNP) describes the four stages of psychological development a team goes through as they work on a project. Teams move through each stage as they overcome challenges, learn to work together and eventually focus on accomplishing a shared goal.
The idea originated in 1965 with American psychologist Bruce Tuckman, who proposed a model of group development built around the ideas of FSNP. In 1977, he added a fifth stage called “adjourning,” which addresses what happens as a project ends and a team disbands.
Because many organizations still find this model useful when developing teams, it’s important for project managers and team members on Six Sigma projects to understand what typically happens in the different phases.
What Happens In Each Phase of Forming, Storming, Norming and Performing?
Each phase of FSNP describes the different group dynamics that team leaders can expect to encounter as a team works its way through a project. If a team works through the phases as described, it will result in a successful project conclusion.
Forming
Using either a top-down or bottom-up approach, a team comes together to address a problem and propose solutions. Each member of the team orients themselves to the project task. They begin to establish relationships within the group. It’s typically a time of great positivity.
Storming
This is the most dangerous phase in terms of team success. Team leaders establish roles for each team member. This often brings out many negative aspects of group behavior. For example, it can lead to interpersonal conflict and “turf wars” as people stake out the parts of the project they want to control. It can lead to members of the team not appreciating the perspective of others. Some people may even resist joining the team at all. This is a point where the team is most likely to fall apart.
Norming
A corner is turned. Team members buy into the process and begin to work together effectively. They develop trust with each other. The team achieves better cohesion as people find ways to work together, despite their differences.
Performing
The team begins to excel. Having put the needs of the group ahead of personal needs, the team begins to focus on a shared goal and find ways to solve any problems that come up. Typically, this means that the structure of the team is fixed, but the roles of each member are flexible.
In the 1970s, Tuckman worked with fellow psychologist Mary Ann Jensen to add a fifth phase called adjourning. In this phase, the team comes to an end. It’s important for them to celebrate what they have accomplished. They also should be recognized and rewarded for their work.
Another possible outcome in the adjourning phase is that the team may have worked so well together that the organization assigns them to another project, hoping to achieve the same level of success.
