Tuckman’s Stages of Group Development.

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1. Forming (The “Honeymoon” Phase)

The team meets and learns about the opportunity and challenges, and then agrees on goals and tackles tasks.

  • The Vibe: Polite, positive, but uncertain. People are treating it like a cocktail party—putting their best foot forward and avoiding conflict.

  • Key Behaviors: Asking basic questions, looking for structure, defining the scope (e.g., “Which devices go where?”).

  • Leader’s Role: Directing. You must provide clear goals, specific roles, and firm timelines. The team relies on you for structure.

2. Storming (The Danger Zone)

This is the stage where different ideas compete for consideration. It is the most critical and difficult stage to pass through.

  • The Vibe: High friction. The polite facade drops. People may clash over work styles, technical approaches (e.g., “Why are we handling GPIO triggers this way?”), or authority.

  • Key Behaviors: Pushback against tasks, arguments, formation of cliques.

  • Leader’s Role: Coaching. You need to resolve conflicts, remain accessible, and remind the team of the “Why.” Don’t avoid the conflict; manage it so it becomes constructive.

3. Norming (The Alignment)

The team resolves their quarrels and personality clashes, resulting in greater intimacy and a spirit of co-operation.

  • The Vibe: Relief and cohesion. People start to accept each other’s quirks and respect differing strengths.

  • Key Behaviors: Establishing the “rules of engagement,” constructive feedback, sharing of data and resources without being asked.

  • Leader’s Role: Supporting. Step back a little. Facilitate discussions rather than dictating them. Let the team take ownership of the process.

4. Performing (The Flow)

The team reaches a high level of success and functions as a unit. They find ways to get the job done smoothly and effectively without inappropriate conflict or the need for external supervision.

  • The Vibe: High energy, high trust. The focus is entirely on the goal, not the internal politics.

  • Key Behaviors: Autonomous decision-making, rapid problem solving, high output.

  • Leader’s Role: Delegating. Get out of their way. Focus on high-level strategy and removing external blockers.

The “Hidden” 5th Stage: Adjourning

Tuckman added this later. It refers to the breaking up of the team after the task is completed.

  • The Vibe: Bittersweet. Pride in what was accomplished (the deployed system works!) but sadness that the group is separating.

  • Leader’s Role: Recognition. Celebrate the win and capture lessons learned for the next project.