Group Dynamics by Bruce Tuckman: What IT Leaders Should Know
A team is a group of people working together to achieve a shared goal, often one they couldn't achieve individually. IT projects, with rapid timelines and constant changes, demand teams that can adapt quickly, communicate effectively, and solve problems on the fly. However, even the most skilled IT professionals often struggle with collaboration. Conflicts arise, roles blur, and productivity stalls – threatening project outcomes.
Bruce Tuckman’s model of group development outlines five stages – Forming, Storming, Norming, Performing, and Adjourning – that can help technology managers navigate these challenges. By understanding these stages, leaders can create a culture of trust and adaptability. Executive coach Ekaterina Belyatinskaya explains how IT leaders can use Tuckman’s model to balance individual expertise with teamwork at every stage.
Read more about how these stages unfold in IT projects in the full version on “Compass CIO”.
The Five Stages of Group Development
Forming: In the early stage, team members are polite but uncertain. They test boundaries and look to the leader for guidance.
Storming: As team members work more closely, differences in working styles and opinions lead to tension. Conflicts and power struggles are common, making this a critical phase for establishing clear roles and responsibilities.
Norming: Once conflicts are resolved, teams begin to function more smoothly. Communication improves, unspoken rules emerge, and members start aligning around group goals.
Performing: The team operates at its peak, with minimal conflict and high productivity. Roles are clear, and collaboration is seamless.
Adjourning: This final stage, also called “mourning”, occurs when the group disbands after completing its objectives.
Discover detailed leadership strategies for each stage in the full version on “Compass CIO”.
What Leaders Should Do at Each Stage
As teams progress through these stages, leaders play a critical role in ensuring smooth transitions. During Forming, they must define roles, set expectations, and establish communication.
Storming is about facilitating conflict resolution and ensuring team members work toward shared goals.
Once the team reaches Norming, leaders optimize processes and encourage autonomy, while in Performing, they unlock growth opportunities and ensure the team remains adaptable.
Read more about supporting high-performing teams in the full version on “Compass CIO”.
Conclusion: Leading Through the Stages
By actively supporting teams at each stage of development, IT leaders foster trust, accountability, and collaboration. This prepares the team for success, not only in the current project but in future ones as well.
Reflect on your approach to leadership and think about what actions you can take to help your team grow. What’s your first step toward improving team dynamics in the next 72 hours?