From Group to Team: The Five Stages Every Project Team Lives Through
An interactive journey through team development from polite nods to high-performing delivery
🤝 From Group to Team
There are 5 stages every project team goes through: Forming, Storming, Norming, Performing, and Adjourning. In this mindcast, I'll share a real track replacement project where I learned these stages the hard way, and show you the practical actions that move teams from polite strangers to high-performing delivery units.
🎯 What you'll discover:
- Real team challenges through the track replacement project story
- The 5 stages of team development: Forming, Storming, Norming, Performing, Adjourning
- What each stage looks like and how to recognise when your team is stuck
- Specific PM actions that move teams through each stage effectively
- Why conflict is progress, not failure, and how to navigate it
- Your team stage and personalised recommendations
How this works:
- Navigate using tabs - Click any tab at the top to jump between sections
- Interactive elements - Click buttons, answer questions, and make choices that affect outcomes
- Learn at your pace - No time limits, revisit any section whenever you want
- Phone simulator - Make real team decisions and see metrics change in real time
- Practice scenarios - Test tools and get instant feedback on your choices
- Save your progress - Your action plan saves locally, accessible anytime
📱 Works on: Desktop, tablet, mobile
💾 Works offline: Once loaded, use it anywhere
💡 Flexible: Jump to any section that interests you
Ready? Let's begin with the track replacement project that taught me why polite nods are not the same as real commitment.
🚂 The Track Replacement Project
Track replacement at a key London location. I was leading the team, bringing together engineers, safety specialists, operations managers, and contractors. Time was tight, stakes were high, and I walked into the first meeting with a perfect plan printed out and ready to go.
The problem? I thought getting nods and dates meant we had a team. What I actually had was a group of polite professionals who hadn't truly bought in. They knew the work better than I did, but I was so focused on "organising" that I didn't create space for their expertise.
When the team started pushing back, challenging my approach, showing me better ways based on their years of experience, everything changed. That uncomfortable storming phase forced real conversations. We disagreed, debated, and eventually aligned on what actually mattered. The plan evolved to reflect reality, and the team genuinely committed.
By midpoint, we'd found our rhythm. When delivery day came, we performed as one unit. Issues cropped up but were handled without drama. Only later did I realise I'd guided the team through all five stages of development, from polite strangers to high-performing delivery unit.
Experience the Three Key Moments
Step into my shoes at three critical points in this project. Your choices will shape how the team develops and performs.
🤝 What Makes a Real Team?
Project teams come in all shapes: small core groups, massive multi-org setups with suppliers, consultants, clients, end users. But they're all formed for one thing: to deliver something specific.
Here's what makes it complex. Every person brings their own way of working, their own expectations, their own cultural norms. You're not just managing tasks; you're navigating all these differences. And as a PM, you often don't get to choose your team. That's actually fine. Some of my best teams have been the ones I didn't pick.
Group vs Real Team
A real team isn't just people with tasks. It's people who depend on each other, working towards the same goal, holding each other accountable. That's what separates a team from a group of individuals who happen to share a deadline.
Four Things Teams Thrive On
In my experience, teams thrive on four things (click each to explore):
🎯 Clarity
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Everyone knows the goal, their role, and how decisions get made. No one should be wondering what they're supposed to do or why they're doing it.
🛡️ Psychological Safety
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People speak up and admit mistakes without fear. This is the foundation of real collaboration. Without it, problems stay hidden until they explode.
🔄 Routine
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There's a steady rhythm that keeps things moving. Regular check-ins, clear processes, predictable patterns. People know what to expect.
❤️ Care
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People get support when they need it. Whether it's practical help, coaching, or just someone listening. Teams look after each other.
Your Real Job
Your job isn't to build the perfect team on paper. It's to create an environment where the team you have can thrive. Get these four things right and you'll know it. Work flows. People challenge ideas without attacking each other. Innovation happens because it's safe to fail. That's what we're aiming for.
🎯 The Five Stages of Team Development
Teams move through five predictable stages. This is Bruce Tuckman's model from 1965: Forming, Storming, Norming, Performing, and Adjourning. He studied loads of teams and found they all go through these phases when coming together to achieve something.
Each stage has its own characteristics, challenges, and PM actions. The key is recognising where you are and responding accordingly.
The Five Stages of Team Development
Bruce Tuckman's model (1965) - The predictable journey every team takes
Stage 1: Forming ("We've Just Met")
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The team first comes together. People are figuring out who's who and how we'll work together.
You know you're here when:
- Conversations are polite but surface-level
- People are unsure about roles
- Lots of questions but not many challenges
- Everyone's being carefully professional
This was my track replacement team with those print-outs: everyone nodding along, nobody really committed.
What to do as a PM:
- Write a one-paragraph project purpose together
- Agree how decisions get made and where they're logged
- Go for a quick win: "What can we finish in two weeks?"
- Make it safe to say "I don't understand"
- Set up shared spaces: boards, folders, channels
Stage 2: Storming ("The Gloves Come Off")
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Things get real. People start pushing back and disagreeing. It's uncomfortable but healthy.
You know you're here when:
- Disagreements become visible
- People push back on decisions
- Frustration shows up in meetings
- Some go quiet while others get louder
This is when my team told me there was a better way than my perfect plan. It felt uncomfortable. It was exactly what we needed.
What to do as a PM:
- Make space for disagreement without punishment
- Run small experiments to test approaches
- Clarify who decides what and log it
- Stay calm and guide, don't control
- Help people see conflict as progress
Stage 3: Norming ("Finding Our Rhythm")
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The team starts to gel. People understand each other's strengths and find their rhythm.
You know you're here when:
- Meetings start on time with clear actions
- People volunteer to help each other
- The team self-corrects when off track
- Work flows without constant checking
By month two of my project, we'd stopped debating and started delivering. Regular catch-ups, clear responsibilities, everyone knew their part.
What to do as a PM:
- Document what's working
- Create simple templates and checklists
- Rotate meeting leads to build ownership
- Protect the rhythm; don't change unnecessarily
- Start stepping back gradually
Stage 4: Performing ("This Is What Good Looks Like")
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The team is flying. They're self-managing, solving problems, delivering without constant oversight.
You know you're here when:
- Problems get solved before escalating
- People make decisions confidently
- The team handles changes smoothly
- You can step back without things falling apart
This was my team on delivery day: when problems popped up, they sorted them without even pulling me in.
What to do as a PM:
- Protect the team from distractions
- Clear blockers fast; that's your main job now
- Let the team own their delivery
- Focus on stakeholders and future planning
- Celebrate wins and capture lessons
Stage 5: Adjourning ("Time to Move On")
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The project ends. Time to wrap up, hand over, and move on.
You know you're here when:
- Delivery is complete or winding down
- People start asking "what's next?"
- Energy shifts to documenting
- Team members begin transitioning out
After our track replacement: quick debrief, lessons logged, handshakes, then everyone scattered.
What to do as a PM:
- Build a close-out pack: decisions, contacts, lessons
- Document what worked and what didn't
- Thank people publicly, feedback privately
- Don't let the team drift apart; give closure
🔄 The Messy Reality
Here's the truth: team development is never a straight line. You'll loop back, skip forward, get stuck. A new joiner might pull you back to Storming. A crisis might jump you straight to Performing. That's all normal.
The good news? Once you know where you are, you know what to do. And if you've been through the stages before, you'll move through them faster the second time. That team that took six months to reach Performing? When you add a new person, you might cycle back through in just a few weeks.
The Non-Linear Journey
The key is recognising where you are and responding accordingly. Don't panic when you slip backwards. Just identify the stage and apply what it needs.
What I've Learned (The Hard Way)
1. You don't always know who "the team" is
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Core team? Suppliers? Stakeholders? You can categorise them based on their role in your outcome: delivery team, supply chain, governance. Map them out and treat each accordingly.
2. Teams beat plans
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The best Gantt chart means nothing if your team isn't aligned. Invest time in building the team first; the delivery will follow.
3. Conflict is progress
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That uncomfortable storming phase is where real alignment happens. Don't shut it down. Create safe spaces for disagreement and work through it together.
4. Make everything visible
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Decisions, progress, problems: out of heads, onto boards. Use shared documents, visual boards, recorded decisions. If people can't see it, it doesn't exist.
Key Takeaways
- Teams move through predictable stages: Forming, Storming, Norming, Performing and Adjourning
- It's never linear; you'll loop back and that's okay
- Your job changes with each stage: know when to direct, facilitate, or step back
- Conflict isn't failure; it's a necessary step to alignment
- You create the environment for teams to thrive, even when you didn't choose them
- Recognition is key: know where you are, apply what that stage needs
🧰 Tool Lab: Moving Teams Through Stages
Understanding the five stages is one thing. Moving your team through them is another.
On the track replacement project, I used seven core tools to navigate from first meeting to final handover. They're not sophisticated frameworks or complex methodologies. They're simple, practical techniques that actually work under pressure.
Each tool fits a specific stage. Below, you'll see all seven. Then you'll practice choosing the right one for three realistic scenarios.
The Seven Tools
1. One-paragraph purpose
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Best for: Forming
Write one paragraph together that answers: Why are we here? What are we trying to achieve? Who benefits? Get everyone to agree on it. This becomes your North Star.
2. Decision log
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Best for: Forming and Storming
A simple spreadsheet: Date, Decision, Who Decided, Why. When disagreements surface, you can point to logged decisions. It prevents endless rehashing and builds accountability.
3. Quick wins
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Best for: Forming
Ask: "What can we complete in two weeks?" Pick something small but visible. Early success builds confidence and momentum. It proves the team can deliver together.
4. Small experiments
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Best for: Storming
When people disagree on approach, don't debate endlessly. Run a small test: "Let's try it this way for one sprint and review." Data beats opinions.
5. Templates
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Best for: Norming
When something works, capture it. Meeting agendas, status updates, handover docs. Templates free up mental space and maintain quality as you scale.
6. Close-out pack
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Best for: Adjourning
Don't let knowledge walk out the door. Build a folder with: key decisions, contact list, lessons learnt, what worked, what didn't. Future teams will thank you.
7. Visual boards
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Best for: All stages
Physical or digital, doesn't matter. Make work visible: To Do, In Progress, Done. Add blockers in red. Everyone sees the same picture. No hiding, no surprises.
Practice Scenarios
Here are three realistic situations. Click any tool to see how well it fits:
Scenario 1: New Team, First Meeting
You've just been assigned to lead a project with eight people you've never worked with. First meeting is tomorrow. What tools do you use?
Scenario 2: Team Disagreement
Your team is split on the technical approach. Half want Method A, half want Method B. Meetings are getting heated. What tools do you use?
Scenario 3: Project Wrapping Up
You're two weeks from final handover. The team has delivered well but will scatter to different projects. What tools do you use?
🧠 Knowledge Check
Let's test what you've learnt. Five questions about team stages and what to do in each one.
Q1: Your team just formed. Everyone's polite, asking safe questions, being carefully professional. Which stage are you in?
Q2: Your team is pushing back on your plan, disagreeing in meetings, showing frustration. Is this a sign of failure?
Q3: True or False: Once your team reaches Performing, they won't slip back to earlier stages.
Q4: What are the four things teams thrive on?
Q5: Your Performing team is handling delivery day issues without pulling you in. Where should you focus your energy?
🌟 Where Is Your Team Right Now?
You've learned about the five stages. Now identify where your current team sits: Forming, Storming, Norming, or Performing.
Answer honestly based on what you're seeing today. No wrong answers.
Your Team's Current Stage
Your Action Commitment
Reflect on your team's reality and plan how you'll guide them to the next stage:
Question 1:
Based on your assessment, what's one concrete action you'll take this week to move your team forward?
Question 2:
What question will you ask your team in your next meeting to understand where they really are?