Building an effective team is a multifaceted challenge in any business or organizational setting. Whether a group is formed for a short-term project or intended to function together long term, team members do not instantly become a cohesive unit. There is an inherent process of growth, adjustment, and development. This natural evolution of team behavior and functionality was articulated by Bruce Tuckman, a renowned psychologist, through a model known as Tuckman’s Theory of Team Development.
This theory has stood the test of time since its introduction in 1965 and continues to offer a relevant framework for understanding the behavioral phases teams go through. It provides valuable insight into how team members interact, resolve conflicts, and evolve into productive, goal-oriented units. Tuckman’s model serves as a tool for managers, leaders, and educators to guide their teams through inevitable challenges toward high performance.
Origins of Tuckman’s Theory
Tuckman’s theory was born out of the need to understand how groups evolve. In 1965, Bruce Tuckman published a paper reviewing fifty studies of group development in various settings. He identified a pattern common across different groups and coined a developmental model with four stages: forming, storming, norming, and performing. These stages represented the sequential and progressive nature of group growth. In 1977, Tuckman, along with Mary Ann Jensen, added a fifth stage called adjourning to represent the final phase of group disbandment.
The model is widely recognized for its simplicity, yet it encapsulates a complex range of human interactions. Each stage represents a psychological shift in the group as it moves from formation to disbandment. The rhyming pattern of the stage names helps ensure they are easy to remember and apply in practical settings.
Relevance of the Theory in Modern Teamwork
In today’s highly collaborative environments, team-based work is more important than ever. Whether it’s cross-functional teams, remote collaboration, or agile project squads, understanding group dynamics is key to achieving business goals. Tuckman’s theory remains applicable because it is grounded in observable human behavior. The five-stage model helps organizations anticipate challenges and understand the emotional and social shifts that teams go through.
This model is particularly useful in team-based training, leadership development, and conflict resolution. It provides leaders with a roadmap to support team members as they navigate the complexity of interpersonal relationships, task delegation, communication barriers, and performance issues. Understanding the model also enables teams to self-reflect and adapt their approach to collaboration.
An Overview of the Five Stages
Before diving deep into each phase, it’s helpful to understand the model as a whole. The five stages include forming, storming, norming, performing, and adjourning. Each stage signifies a critical juncture in the team’s development.
The forming stage involves the initial orientation of team members and the introduction of the project or task. At this point, interactions are often polite, cautious, and exploratory.
In the storming stage, personalities begin to surface, and conflict or disagreement becomes more likely. This phase is essential as it brings hidden tensions to light and sets the stage for honest communication.
The norming stage sees the team begin to gel. Agreements on ways of working and collaboration emerge, and members become more comfortable sharing ideas and solving problems collectively.
During the performing stage, the team functions as a well-oiled machine. Roles are clearly defined, trust is high, and performance is at its peak. Innovation, autonomy, and mutual support characterize this stage.
Finally, the adjourning stage marks the completion of the project or purpose of the team. Members reflect on their experiences, acknowledge accomplishments, and prepare for new roles or team structures.
Psychological Underpinnings of the Theory
Tuckman’s model is rooted in developmental psychology and group behavior theory. It emphasizes the significance of time, trust-building, and shared goals. The stages do not merely describe external behavior; they reflect the internal psychological journey of each member.
In forming, the psychology of uncertainty and self-preservation dominates. Individuals are still trying to understand the social structure, expectations, and acceptable behavior within the group.
In storming, individuals begin asserting their identities, questioning decisions, and confronting differences. Emotional volatility and competition for influence may emerge, making this a critical stage for leadership intervention.
Norming represents the calming of stormy seas. Mutual respect, empathy, and shared norms form the psychological backbone of this phase. Teams begin to operate from a collective rather than an individual mindset.
Performing, from a psychological perspective, is marked by confidence, trust, and mutual dependence. Members no longer just cooperate; they co-create. It is a powerful state of flow where creativity and effectiveness are maximized.
Adjourning introduces feelings of loss, nostalgia, or even anxiety, especially if bonds have grown strong. Reflection, celebration, and closure become important psychological tasks in this phase.
Misconceptions About the Model
One common misunderstanding about Tuckman’s model is the assumption that all teams will naturally move through the stages linearly. In reality, progression is not always sequential. Teams may loop back to earlier stages as new members join, as project requirements shift, or as conflicts resurface.
Another misconception is that teams will inevitably reach the performing stage. While it is the most desirable outcome, not every team reaches this level of cohesion and productivity. Lack of leadership, unresolved conflict, or unclear goals can keep a team stuck in earlier phases.
Moreover, the theory should not be seen as a rigid formula but rather a flexible guide. The emphasis should be on awareness and responsiveness. Leaders should use the model to recognize warning signs and respond appropriately, rather than forcing the team to follow a prescribed path.
Practical Implications in Leadership and Management
Leaders who understand Tuckman’s theory can anticipate the emotional and behavioral shifts their teams will experience. This understanding equips them to create supportive environments, provide timely interventions, and encourage team maturity.
In the forming stage, leaders should focus on clarity. Setting clear expectations, roles, and goals helps reduce anxiety and build a strong foundation.
During storming, conflict resolution skills become critical. A good leader allows space for disagreements but guides the team back to constructive dialogue. Emotional intelligence is crucial at this juncture.
In norming, a leader’s role shifts toward facilitation rather than direction. Recognizing team achievements and reinforcing shared values can help solidify norms and increase morale.
When the team reaches a performance level, leaders should focus on empowerment. Giving team members autonomy and encouraging peer leadership enhances productivity and innovation.
As the team moves into adjourning, leaders should prioritize closure. Facilitating reflective sessions, celebrating successes, and ensuring proper transition planning help preserve morale and encourage long-term loyalty.
Tuckman’s Theory in Education and Training
Educational institutions and training programs often use Tuckman’s model to teach teamwork, leadership, and group behavior. It serves as a foundational concept in psychology, business, human resources, and organizational development curricula.
Role-playing exercises, team-building workshops, and project simulations often reflect Tuckman’s stages. These practical applications help students and professionals experience group development in real time and understand their role within it.
Instructors and trainers use the theory to evaluate team performance, design learning experiences, and provide feedback. By reflecting on each stage, learners can identify their strengths and areas for improvement in collaborative settings.
Cultural and Organizational Context
Different cultural backgrounds and organizational structures can influence how teams move through the stages. For instance, in highly hierarchical cultures, the storming stage might be suppressed or delayed as members are less likely to challenge authority. In contrast, more egalitarian cultures may experience prolonged storming as members assert diverse perspectives.
Organizational norms, leadership style, and communication protocols also play a role. A company that fosters transparency and inclusion is more likely to support teams through conflict toward high performance. On the other hand, rigid systems or a lack of support can stall progress or regress team development.
Recognizing these contextual factors allows organizations to adapt the application of Tuckman’s theory to their unique environment.
Understanding the Storming Stage of Tuckman’s Team Development Model
The second phase in Tuckman’s team development model is known as the storming stage. Following the polite and exploratory forming phase, storming is where the reality of team dynamics begins to emerge. It is often the most challenging and emotionally charged stage in team development. While it may appear to be a setback, it is a necessary period of conflict, debate, and discovery that helps define how a team will operate moving forward.
During this stage, individuals begin asserting their perspectives and ideas more confidently, which can lead to friction. However, this friction is not inherently bad. It helps uncover critical differences in values, expectations, working styles, and communication preferences. Understanding and working through these issues can result in a more unified and resilient team.
The Psychological Dynamics of Storming
In the forming phase, members are cautious, tentative, and polite. As they move into storming, psychological barriers lower, and more genuine opinions and emotions are expressed. This stage is marked by power struggles, personality clashes, and ideological conflicts. Each member begins to push against the boundaries of authority, and tension may increase as team members test each other’s patience and approach.
One of the underlying psychological forces at play is the desire for autonomy combined with the need to belong. Individuals want their voices to be heard and their suggestions acknowledged. However, the group structure may not yet be mature enough to handle diverse viewpoints constructively. As a result, conflict can quickly escalate if not addressed properly.
In some cases, storming may cause anxiety and frustration. People may feel uncertain about the direction of the project or question the team’s ability to succeed. Members who previously appeared cooperative may become argumentative or withdrawn. Despite this, storming is a vital part of developing team trust, as it encourages open dialogue and the airing of concerns that would otherwise go unspoken.
Common Challenges in the Storming Stage
Several recurring issues tend to appear during the storming stage. While the nature and intensity of these challenges will vary depending on the team, recognizing them early can be instrumental in resolving conflict and moving forward.
Disagreements Over Roles
As responsibilities are clarified and individuals settle into their positions, some may feel that roles have been unfairly distributed. There may be resistance if a team member believes their skills are being underutilized or if they feel overburdened by tasks.
Power Struggles
A lack of clearly defined leadership or conflicting leadership styles may lead to power struggles. Members may challenge the authority of the designated leader or compete to influence the direction of the team.
Communication Breakdown
Without well-established communication norms, messages can be misinterpreted or ignored. Differences in tone, timing, and delivery may create confusion or resentment, especially when giving feedback or delegating tasks.
Conflicting Work Styles
Some team members may prefer a fast-paced, results-driven approach, while others favor thorough analysis and discussion. These conflicting styles can cause delays, tension, or inefficiency if not managed well.
Emotional Reactions
Storming can lead to frustration, defensiveness, or even hostility. If team members take disagreements personally, they may withdraw, become combative, or refuse to collaborate effectively.
The Role of Leadership in the Storming Stage
The presence of strong and emotionally intelligent leadership is critical in helping a team navigate the storming stage. A good leader can reduce friction, redirect energy toward shared goals, and create a safe environment where dissenting voices are valued.
Promoting Open Communication
Leaders must encourage team members to express concerns without fear of retaliation. Actively listening, validating opinions, and summarizing feedback accurately can build trust and demonstrate that every voice matters.
Mediating Conflict
When disputes arise, leaders should step in as neutral facilitators rather than authoritative decision-makers. Mediation involves identifying the root cause of conflict, exploring possible solutions, and ensuring both sides feel heard and respected.
Clarifying Expectations
Revisiting the team’s purpose, timelines, and individual roles can help reduce confusion. Leaders should work with the group to reassign tasks if necessary and ensure everyone understands their responsibilities.
Modeling Desired Behavior
Team members take cues from their leaders. Demonstrating patience, empathy, and constructive communication can set a tone that others are more likely to adopt. Leadership by example is particularly important during emotionally intense moments.
Building Trust
Leaders can build trust by following through on promises, acknowledging mistakes, and treating all team members with fairness. Recognizing achievements, however small, can boost morale and strengthen cohesion.
Strategies for Team Members to Manage Storming
While leadership plays an important role, each team member also has a responsibility to contribute positively to the group dynamic. Here are several strategies team members can use to manage conflict during the storming stage.
Practice Self-Awareness
Understanding one’s own emotional triggers and communication style can reduce overreactions. Team members should strive to be mindful of how they express disagreement and remain open to feedback.
Separate Ideas from Identity
It’s important to critique ideas without attacking the person presenting them. Keeping discussions objective and solution-focused helps prevent conflict from becoming personal.
Seek Clarification
Misunderstandings often escalate when assumptions go unchallenged. Asking clarifying questions before reacting can defuse potential conflict and promote understanding.
Support Team Norms
Contributing to the creation and maintenance of team rules can reduce ambiguity. Team members should respect the agreed-upon ways of working and help hold others accountable.
Focus on the Common Goal
Reminding oneself and others of the team’s overall mission can help shift attention away from interpersonal tensions and toward shared success.
Indicators That the Storming Stage Is Ending
Although storming may feel chaotic, it eventually gives way to greater stability if managed properly. Teams that emerge from this stage often show signs of increased maturity and alignment.
Some of the key indicators that a team is moving out of the storming stage include:
- Reduced frequency and intensity of conflict
- More respectful and effective communication
- Growing trust and psychological safety
- Better understanding of team roles and structure
- Willingness to cooperate and compromise
- Stronger commitment to team goals and deadlines
Once these conditions begin to emerge, the team is likely transitioning into the norming stage.
The Value of Storming in Team Development
It may be tempting to try to avoid or minimize the storming stage, but doing so can be counterproductive. Avoiding conflict often leads to suppressed tensions, which can resurface later in more damaging ways. Instead, embracing this stage as a learning opportunity can result in deeper collaboration, better performance, and increased job satisfaction.
Storming tests the team’s ability to resolve disagreements, adapt to each other’s styles, and develop mechanisms for collective decision-making. It also brings to light previously hidden dynamics that need to be addressed for the team to function effectively. Teams that successfully navigate storming tend to be more cohesive and resilient in the long term.
Understanding the storming stage helps individuals approach conflict with greater empathy and clarity. It shifts the perception of disagreement from something to fear to something to explore. When viewed through this lens, the challenges of storming become essential stepping stones toward building a strong, high-functioning team.
How Long Does the Storming Stage Last
The duration of storming can vary widely depending on the team’s makeup, the complexity of the task, and the leadership style. For some teams, storming may last only a few days, while for others, it could span weeks or even months. The important thing is not how long the stage lasts but how constructively the team handles the tensions that arise.
There’s no universal timeline for team development, and teams may cycle back into storming even after reaching higher stages. For example, the introduction of a new member, a significant project change, or a leadership shift can reintroduce friction and force the team to renegotiate roles and norms. Flexibility, open-mindedness, and continual learning are key to progressing forward.
Transitioning From Storming to Norming
Once a team has weathered the emotional turbulence and established basic trust, it becomes easier to focus on process improvement, collaboration, and results. The move from storming to norming is often subtle and marked by small but important shifts in behavior.
Meetings become more organized and productive. Conflicts, when they arise, are addressed more calmly and resolved more quickly. Team members begin to support each other’s growth, step into leadership roles when needed, and show initiative.
From Norming to Performing: Building a High-Functioning Team
After the turbulence of the storming stage, teams begin to settle into a more stable rhythm. This marks the beginning of the norming stage, the third phase of Tuckman’s model. If a team navigates this phase successfully, it evolves into the performing stage, where real productivity and synergy begin to flourish.
While the forming and storming stages are marked by uncertainty and emotional challenges, norming and performing introduce clarity, cohesion, and collaboration. Understanding the transition between these stages helps leaders and team members capitalize on momentum and minimize backslides into conflict or dysfunction.
The Norming Stage: Establishing Ground Rules and Unity
In the norming phase, teams experience a noticeable shift in attitude and engagement. Members start to recognize one another’s strengths, forgive past disagreements, and work together toward shared objectives. Trust begins to solidify. Norms—both written and unwritten—take shape, offering structure and predictability to the team’s interactions.
Rather than resisting feedback or competing for influence, team members are more likely to support one another. Relationships become more cordial, and communication becomes more open. This doesn’t mean conflict disappears altogether, but disagreements are more likely to be handled constructively.
Key Characteristics of the Norming Stage
- Stronger interpersonal relationships: Team members understand each other’s personalities, communication styles, and work habits better. As a result, they can anticipate reactions and cooperate more smoothly.
- Clearer roles and responsibilities: Confusion around roles decreases. Tasks are divided fairly, and individuals begin to take ownership of their work.
- Team-focused mindset: Personal agendas give way to a focus on team goals. Collaboration replaces competition.
- Improved conflict resolution: While issues may still arise, team members are now equipped to address them calmly, often without requiring leader intervention.
- Development of norms: Group norms or “rules of engagement” emerge. These include how decisions are made, how meetings are run, and how feedback is shared.
The norming phase is not always permanent. Teams can shift back into storming temporarily due to new team members, organizational changes, or shifting deadlines. What matters is the team’s growing ability to recalibrate and realign quickly.
Leadership Role During Norming
In the norming phase, leaders move from directing and mediating to facilitating and supporting. Their goal is to reinforce positive behaviors and empower the group to self-manage when possible.
Encouraging Participation
Leaders should make sure all members feel involved in discussions and decision-making. Quiet voices should be encouraged, and dominant voices balanced, so that a diversity of perspectives is maintained.
Celebrating Small Wins
Recognizing team milestones and individual contributions helps boost morale. Celebrations don’t need to be extravagant—sometimes a simple acknowledgment is enough to strengthen team identity.
Reinforcing Norms
When positive behaviors emerge, such as active listening or prompt follow-through, leaders should reinforce them. Doing so helps set a precedent for future behavior.
Delegating Responsibility
As the team grows more confident, leaders should step back and give members more autonomy. This not only builds trust but also increases team capacity.
Transitioning to the Performing Stage
Once a team has mastered communication, trust, conflict resolution, and collaboration, it enters the performing stage—the peak of Tuckman’s team development model. Here, the team functions as a cohesive, self-regulating unit. Roles are fluid when necessary, and members adapt quickly to changing demands. Productivity is high, and the team often achieves results greater than the sum of its parts.
In the performing stage, energy is no longer drained by interpersonal drama or role confusion. Instead, it’s channeled toward innovation, quality output, and shared success. This is the phase where teams exceed expectations.
Key Features of the Performing Stage
- High autonomy: Team members can work independently and make decisions without constant oversight.
- Shared leadership: Leadership is distributed. Members may lead specific tasks or initiatives based on expertise rather than title.
- Strong collaboration: Collaboration becomes seamless. Members instinctively offer help, seek feedback, and rely on one another.
- Focus on results: The group maintains a clear focus on goals and measures progress consistently.
- Psychological safety: Members feel safe to take risks, propose bold ideas, or admit mistakes without fear of judgment.
- Resilience and agility: The team can quickly respond to challenges or changes in scope, pivoting without panic.
This stage reflects the ideal team dynamic. However, not all teams perform, and that’s okay. Some teams function effectively in norming, while others cycle between stages. The key is to continually strive for learning and alignment.
Leadership in the Performing Stage
At this point, the leader becomes more of a strategic partner or coach than a manager. Their involvement is still crucial, but it becomes more about vision, alignment, and growth.
Encouraging Innovation
Leaders can support experimentation and creativity by giving the team room to test new ideas. They also shield the team from unnecessary bureaucracy or external distractions.
Fostering Development
Professional development becomes a focus. Leaders may assign stretch goals, provide mentorship opportunities, or support cross-training initiatives.
Monitoring Health
Even high-performing teams need periodic check-ins. Leaders should monitor team well-being, prevent burnout, and maintain a healthy pace.
Anticipating Transition
Teams won’t remain in the performing stage forever. Leaders must be prepared for transitions, such as new projects, role changes, or departures, that could move the team back to earlier stages.
Warning Signs of Regression
Although the performing stage is ideal, it is not permanent. Teams can regress due to internal or external pressures. Recognizing the early signs of regression can help a team recover quickly.
Drop in Motivation
If enthusiasm or energy starts to fade, it may indicate burnout, lack of recognition, or unclear goals.
Increase in Silos
When collaboration decreases and team members become protective of their work, it can signal a breakdown in trust or communication.
Return of Conflict
If unproductive conflict begins to resurface, especially over decision-making or responsibilities, the team may be slipping back into storming.
Leadership Gaps
Over-reliance on one individual or a lack of clarity around leadership roles can lead to confusion and inefficiency.
In these cases, a brief revisit to team norms, role expectations, and shared values can help restore balance.
How to Sustain the Performing Stage
The goal is not just to reach performing, but to stay there as long as possible. While the dynamics of a team will inevitably shift, there are several strategies to maintain high performance over time.
Regular Reflection
Create space for reflection. Retrospectives, feedback loops, and review sessions help teams identify what’s working and what needs adjustment.
Adaptive Goals
Ensure the team has evolving goals that challenge and inspire them. Stagnation can be just as damaging as burnout.
Recognize Milestones
Appreciate team efforts publicly. Recognizing wins, progress, or breakthroughs can reinforce commitment and morale.
Open Communication Culture
Continue nurturing an environment where team members feel comfortable expressing themselves. Transparency prevents misunderstandings and builds trust.
Leadership Development
Encourage team members to develop leadership skills so they can step into different roles when needed. This ensures continuity and flexibility.
The Value of Norming and Performing in Team Success
The norming and performing stages are where a team’s potential truly begins to manifest. After navigating the early challenges of team formation and conflict, the group discovers what it means to work not just with one another, but for one another.
In norming, teams solidify their foundation. In performing, they soar. These stages are marked by increased efficiency, creativity, and emotional intelligence—qualities that are essential for long-term success in any team-driven environment.
The Adjourning Stage: Closure, Reflection, and Moving Forward
All teams, no matter how successful, eventually reach a point where their journey together comes to an end. This moment is captured in the final phase of Tuckman’s team development model—Adjourning. Sometimes referred to as the “mourning” stage, this phase marks the conclusion of a team’s life cycle, where objectives have been met, and members go their separate ways.
While the forming, storming, norming, and performing stages focus on team evolution, adjourning emphasizes the human element of separation, closure, and transition. Whether the team is disbanded due to project completion, organizational restructuring, or external forces, adjourning requires careful handling. When done well, it honors the team’s efforts, captures lessons learned, and ensures a graceful transition for all involved.
Understanding the Adjourning Stage
The adjourning stage occurs when a team’s primary task or objective is fulfilled, and disbanding becomes imminent. This may happen at the end of a specific project, the close of a business cycle, or a company-wide reorganization. In some cases, team members may stay within the organization but be reassigned; in others, they may exit the company or move on to different sectors.
Unlike the earlier stages, adjourning isn’t about building or performing—it’s about letting go.
Emotional Dimensions of Adjourning
While disbanding may sound procedural, it often carries a significant emotional weight. Even high-performing professionals feel a sense of loss when a well-functioning team dissolves. For many, this period is marked by a mixture of pride, nostalgia, uncertainty, and sometimes sadness.
- Grief and Loss: The end of collaboration can bring a sense of loss, especially when strong bonds were formed.
- Relief and Satisfaction: Completing a long, intense project can lead to feelings of pride, fulfillment, and even relief.
- Anxiety About the Future: Team members may feel anxious about what comes next—especially if roles are uncertain.
- Gratitude and Growth: Many individuals reflect on how they’ve grown during the team’s existence, appreciating relationships and lessons learned.
Acknowledging these emotions allows individuals to process the transition healthily and productively.
Key Characteristics of the Adjourning Stage
- Project or mission completion: The team’s primary objectives have been achieved, signaling a natural end.
- Recognition and celebration: Teams often hold closure meetings or events to acknowledge accomplishments.
- Knowledge transfer: Final documentation, debriefings, or lessons-learned sessions are conducted.
- Emotional closure: Members say goodbye, express appreciation, and reflect on their journey.
- Transition planning: Individuals may prepare for new roles, projects, or organizations.
Adjourning, when managed intentionally, can elevate a team’s legacy and contribute positively to future collaboration.
Leadership Role in the Adjourning Stage
The role of a leader in this stage shifts once again—this time toward facilitating reflection, honoring contributions, and preparing individuals for what lies ahead. Leaders who recognize the power of a well-managed closure can make a lasting impression.
1. Create Space for Reflection
A good adjourning process includes dedicated time to reflect on:
- What the team accomplished
- Challenges that were overcome
- What could have been done better?
- Personal and collective growth
Conducting a final retrospective or feedback session helps capture these insights and gives everyone a chance to contribute their perspectives.
2. Celebrate Achievements
Endings deserve celebration. This could be a formal event, a team dinner, a recognition ceremony, or even a virtual gathering. The format is less important than the intent—to acknowledge the team’s journey and success.
Leaders should highlight individual contributions as well as collective wins. Personalized thank-yous, awards, or small tokens of appreciation can go a long way in making team members feel seen and valued.
3. Support Emotional Transitions
Not everyone will experience adjourning the same way. Some may be excited about future opportunities; others may feel lost or discouraged. A strong leader recognizes these emotions and makes space for them.
- Be available for 1:1 conversations.
- Offer encouragement and guidance for the next steps.
- Normalize feelings of sadness or uncertainty.
4. Facilitate Next Steps
Effective closure includes preparing team members for what comes next. This may involve:
- Writing recommendations or endorsements
- Helping with job placements or reassignments
- Offering networking connections
- Sharing upcoming opportunities
This kind of support ensures that the team’s success is not the end of the road, but a launching pad for future growth.
Why Adjourning Matters
Some organizations overlook the adjourning phase, treating the end of a project as a simple “wrap-up.” This can be a mistake. How a team concludes its journey can significantly influence:
- Future collaboration: Team members are more likely to work together again if they leave on good terms.
- Organizational culture: Teams that are appreciated and recognized contribute to a positive work environment.
- Knowledge retention: Lessons learned during a project are more likely to be documented and reused if part of a formal closure process.
- Employee morale: Individuals who feel their efforts were valued are more engaged and motivated moving forward.
Signs of a Poorly Managed Adjourning Phase
When the adjourning stage is rushed or ignored, the consequences can linger. Here are some warning signs:
- Lack of recognition: Team members feel their hard work was unnoticed or underappreciated.
- Unclear transitions: People are left wondering what happens next, with no clarity on roles or assignments.
- Unresolved conflicts: Lingering issues or tensions are never addressed, leading to resentment.
- Burnout: When teams aren’t given space to decompress after intense periods, exhaustion sets in.
- Loss of valuable insights: Without a lessons-learned session, critical knowledge can be lost forever.
Preventing these issues requires planning and communication from leadership.
Best Practices for Effective Adjourning
To maximize the value of the adjourning stage, consider integrating these best practices into your closure process:
1. Conduct a Formal Debrief
Hold a meeting focused on reflecting on what went well, what could have improved, and how the team grew. This can be structured using a SWOT analysis (Strengths, Weaknesses, Opportunities, Threats), retrospective boards, or open dialogue.
2. Document Lessons Learned
Capture key insights, decisions, and takeaways in a centralized document. This serves as a resource for future teams and helps the organization evolve.
3. Create Individual Exit Conversations
Leaders should hold brief, supportive check-ins with each team member. Ask about their experience, provide feedback, and discuss next steps. These conversations often uncover valuable insights and foster goodwill.
4. Celebrate with Intention
Even small moments of gratitude have a big impact. Highlight moments of resilience, creativity, or teamwork. Give credit where it’s due—and do it publicly if possible.
5. Maintain Relationships
A team may disband, but relationships often continue. Encourage members to stay in touch, connect on professional platforms, or even collaborate again. Fostering these networks helps individuals and organizations alike.
Real-World Example: Wrapping Up a High-Stakes Project
Consider a marketing team that spent six months launching a company’s rebranding campaign. The team navigated intense deadlines, creative disputes, and long hours. After the campaign’s successful rollout, leadership scheduled a formal adjourning session.
- They began with a retrospective where each member shared key takeaways.
- A celebration lunch was organized where each team member received a personal thank-you card.
- The project manager created a knowledge brief summarizing strategy decisions, vendor contacts, and audience insights.
- Members were offered career coaching and introductions to new teams or projects within the organization.
As a result, team morale remained high, even after disbandment. Many members expressed interest in working together again in the future, and the organization retained key learnings for future campaigns.
The Full Cycle: Looking Back at the Five Stages
Let’s briefly revisit the full Tuckman cycle:
- Forming: The team comes together with excitement and uncertainty.
- Storming: Differences emerge, conflicts arise, and roles are tested.
- Norming: Structure forms, collaboration improves, and trust builds.
- Performing: High-functioning autonomy and collective achievement.
- Adjourning: Closure, celebration, and transition to new beginnings.
Each stage is essential. The adjourning phase, though often overlooked, is critical to ending well. It reinforces the value of the team’s work, preserves key insights, and sets individuals up for success in their next endeavor.
Final Thoughts: Ending Is an Opportunity
Tuckman’s adjourning stage isn’t just an ending—it’s an opportunity. An opportunity to:
- Honor the journey
- Reflect on the growth.
- Celebrate the wins
- Say thank you
- Prepare for what comes next.
Teams that close well don’t just fade away—they ripple forward, carrying their impact into new teams, new roles, and new challenges. As organizations grow more agile and project-based, the ability to navigate team endings gracefully becomes a strategic advantage.
In a world that often glorifies hustle and constant activity, taking time to pause, appreciate, and close with care is not a luxury—it’s a necessity. Because every great beginning deserves a great ending.