Multi-agency services: a team building model

There are lots of ways of conceptualising the way a team is developed, but a model developed in 1965 by Bruce Tuckman provides a simple and effective starting point in relation to multi-agency services. He identified four stages that teams go through on their route to maximum effectiveness.

Stage 1: Forming

The group is not yet a group but a set of individuals.

Their behaviour is driven by a desire to be accepted by the others, and avoid controversy or conflict. Serious issues and feelings are avoided, and people focus on being busy with routines, such as team organisation, who does what and when to meet. They may talk about the purpose of the group, its definition or its composition.

Individuals are also gathering information and impressions - about each other, and about the scope of the task and how to approach it.

This is a comfortable stage to be in, but the avoidance of conflict and threat can mean that not much gets done.

Stage 2: Storming

As the work of the team and the real issues start to be addressed, it will become more difficult for team members to avoid conflict.

It is normal for groups to go through a conflict stage when the consensus on purpose, leadership and behaviour is challenged and re-established. Personal agendas will be revealed and in some cases hostility may be generated. Some individuals will be glad to be getting into the real issues, while others will wish for the comfort and security of Stage 1.

If successfully handled, this period of storming leads to a new and more realistic setting of objectives, procedures and norms. This stage is particularly important for testing the norms of trust in the group.

Stage 3: Norming

Individuals feel they are part of a cohesive, effective group as they establish norms and practice - in effect, their own multi-agency organisational culture.

These 'rules of engagement' influence how the team will operate, as well as what is appropriate in terms of behaviour, level of work and degree of openness and trust. Individuals may push the boundaries to gauge the level of commitment that is expected.

Team members now understand each other better, and can appreciate each other's skills and experience. They listen, appreciate and support, and are prepared to change pre-conceived views.

Individuals have had to work hard to attain this stage, and may resist any pressure to change, for fear of reverting to the 'storming' stage.

Stage 4: Performing

This stage is characterised by interdependence and flexibility.

Team members know each other well enough to be able to work together, and trust each other enough to allow independent activity.

Roles and responsibilities can change according to need. The energy of the group is directed towards the task in hand, and this is when it is likely to be most productive.

Reading and resources

B Tuckman. 1965. 'Developmental sequence in small groups', Psychological Bulletin 63, pp.384-399.

Click for more information on the Tuckman model and other models of team building.

Click for more information on theories of action, as developed by organisational psychologist Chris Argyris.