Building Teams #

Tuckman Teal Performance Model #

There are 4 stages for a team in this model.

Assembling the first time.

Working through the initial differrences in personality and ways of working.

Evolving standard ways of working together.

Reaching a state of high effectiveness.

Storming takes continually throughout the life of the team
Overly linear & simplified – Real teams rarely move cleanly through the four (or five) stages; they often cycle back, skip stages, or progress in parallel.
Assumes all teams follow the same path – Different contexts (remote teams, expert teams, cross-functional teams, high-pressure environments) may develop differently.
Focuses on internal dynamics, not external factors – Organizational culture, leadership structure, incentives, and external constraints often influence team development more than interpersonal stages.
Limited empirical evidence – Despite its popularity, there’s relatively little rigorous research validating the exact stages or sequence.
Not ideal for short-term or fluid teams – Many modern teams form and dissolve rapidly, making the staged model less relevant.
Assumes conflict (“storming”) is inevitable – Some teams may avoid conflict without it harming performance, or may experience constructive conflict at various times.
May encourage leaders to “force” stages – Managers sometimes treat it as a checklist, which can lead to artificial interventions instead of adapting to the team’s real needs.