The Stages of Project Team Development: Form, Storm, Norm, Perform, Adjourn

The concept of Form, Storm, Norm, Perform (FSNP) evolved from an effort to use the insights of psychology to understand the stages of project team development. The resulting theory provides project team leaders with a framework to build upon as they form teams to tackle business challenges.

Since its development more than 50 years ago, the concepts that led to development of FSNP have proven accurate in describing the phases project teams and other employee groups move through. That helps leaders to better understand team dynamics at different stages. It’s also key to the self-evaluation every team should go through as part of continuous process improvement.

The man who invented the idea in the mid-1960s – Bruce W. Tuckman – thought that, not unlike a child, every phase of team development is necessary in order for the team to grow, improve and meet the challenges presented to them.

The History of FSNP

Tuckman wrote about form, storm, norm, and perform while working at the Naval Medical Research Institute in Bethesda, Maryland. His paper, published in a 1965 edition of the Psychological Bulletin, is called “Developmental Sequence in Small Groups.”

A graduate of Princeton University, Tuckman became an educational psychologist at Ohio State University. While there, he founded the Walter E. Dennis Learning Center that focused on providing students of all backgrounds strategies for college success.

In his paper, Tuckman developed his idea of small group dynamics by reviewing the available research literature and drawing conclusions. The research covered behaviors in therapy groups, training groups, and interdisciplinary professional groups, among others. Tuckman used this collection of research to create the FSNP model.

In his original paper, Tuckman hit upon some likely reasons his model for group developmental stages would last. He wrote: “Although the model was largely induced from the literature, it would seem to withstand the test of common sense as well as being consistent with developmental theory and findings in other areas.’’

Stages of Team Development

It’s important to keep in mind that, as with individuals, developmental stages are not always linear. The framework built by Tuckman is meant as a guideline for team leaders and team members who want a better understanding of what is happening within the group. But like a baby or teenager, some development stages may occur “out of order” or overlap one with the other.

Form

The team comes together. Generally, there is enthusiasm for the project’s goals, even if the details of what each person must accomplish is not entirely known. While the mood is generally positive, some team members may already feel anxious about their role on the team. Typical behaviors during this time include many questions from team members and comments about their excitement for working with the team.

During the Form stage, team leaders should focus on defining team goals, structure and the roles of individuals. It’s also important to establish team goals and processes.

Storm

During this often turbulent period, some or all team members realize the project can’t match the early excitement and optimism they felt. Some may become more absorbed with the team’s failures and feelings of frustration and anger rather than working on tasks. Interactions between team members will devolve from the politeness and respect of early days into disagreements about task completion, goals, individual roles and group expectations.

During the Storm stage, team leaders should attempt to refocus team members on their tasks and take steps to define roles clearly. It’s also important to make sure each team member has the tools they need to do their job. It may also prove helpful to break larger tasks down into smaller, more easily achievable parts.

Norm

Good things happen during the Norm stage. Team members begin to resolve the differences between their early expectations and the current realities. Team members begin to accept each other more, recognizing that differences in opinion are a strength. An increased cohesion enables groups members to enjoy themselves again as they work on the project.

During the Norm phases, team leaders should focus on boosting these positive changes and creating a culture where diversity of opinion and constructive criticism are welcome. This is a good time to review processes and make changes that increase productivity.

Perform

Team members now become more satisfied with the group’s progress. They understand and appreciate the strengths and weaknesses of group members. They gain confidence not only in their ability to accomplish their tasks, but also in what the group can achieve together. Team members may take on different tasks to support each other as they work toward common goals. Basically, a “can do” attitude prevails.

During the Perform stage, team leaders should focus on optimizing this productive period for the team. The team should take significant steps toward completing their goals. Team leaders should also use this time to strengthen a culture of continuous improvement, honing processes and improving productivity.

Adjourn

For many years, Perform marked the end of the development stages. However, in 1977, Tuckman added an Adjourn phase that covers the termination of a team. In this stage, team members may feel sadness about the end of a project and even anxiety about what they will do next. Like seniors in high school and college, team members may lose focus as the end comes into sight.

During this phase, team leaders should focus on high quality work continuing through the end of the project and evaluation of the team’s processes so that future teams can learn from their successes and failures. They also should plan a celebration to acknowledge everyone’s contribution to team success and mark an official end to the project.