A PRESENTATION

ON
FORM-STORM-NORM-PERFORM-ADJOURNMENT
MODEL
(ORGANISATIONAL BEHAVIOUR)
 INTRODUCTION

 When teams and other groups of people come together, they typically go through a number
of developmental stages.

 This process can take a few days or stretch over a much longer period. It can easily take six
months for a team to settle down.

 A role of the manager (or external facilitator) in this process is not to jump straight to 'perform',
but to facilitate this social process and speed the team through the four stages. In particular if
the group gets stuck at any point, the manager can help to resolve issues and move them on
towards ultimate performance.

 Forming happens when people
first come together.
 They are initially polite and the
conversation is mostly casual,
finding out about one another
and the work that is to be done.
 People here are typically in the
'honeymoon' period and are
quite excited about the newness
and potential of being in the
team.
FORM MODEL
Managing the 'form' stage is best done by
introducing people to one another and
ensuring the quiet ones are drawn out and
not left out. Rituals may be used to
introduce people and get them engaged.
The work to be done needs to be
communicated in a way that helps the
team understand what needs to be
achieved without overwhelming them with
detail.
 STORM MODEL

 As the initial politeness fades, people start to get more into the work and their roles and so start
to argue about things that were left unsaid or not realized when they first met.

 Storming often starts where there is a conflict between Team members natural working styles.
People may work in different ways for all sort of reasons. These cause unforeseen problems,
they may become frustrated.

 Team members who stick with the task at hand may experience stress, particularly as they
don’t have support of established processes or strong relationship with their colleagues.
 NORM MODEL
The team moves into the norming stage. This is when people starts to resolve
their differences, appreciate colleagues’ strengths, & respect your authority
as a leader.

People develop a stronger commitment to the team goal,& you start to see
good progress towards it.

As roles and personal conflicts are sorted out, the focus turns towards the
task and what needs to be done. Objectives are clarified and the detail of
work is laid out. Feeling more as a team, people start to help one another
more.
 PERFORM MODEL
• The team reaches the performing stage, when hard work leads, without
friction, to the achievement of the team’s goal. The structures & processes
that you have setup supports this well.

• As a leader you can delegate much of your work,& you can concentrate on
developing team members.

• It feels easy to be part of the team at this stage,& people who join or leave
won’t disrupt performance.
 ADJOURNING MODEL

 Towards the end of the natural life of the team, people start to worry about its dissolution.

 It has become a haven of comfort and friendship where they know how to succeed and do
not feel threatened.

 Whilst some people turn inwards, others may be looking outwards to the next task. Differences
and anxiety can consequently explode into internal or external conflict.

 Team members who like routine, or who have developed the close working relationship with
colleagues, may find this stage difficult, particularly if their future now looks uncertain