A white water rafting team completes its course. Image by JulianOMarini courtesy Pixabay.com.
Probably the best-known and most widely used group development model is Tuckman's four-stage model — also known as "Forming, Storming, Norming, Performing." [Tuckman 1965] It was later enhanced to add a fifth stage, "Adjourning." [Tuckman & Jensen 1977] The model is broadly useful, but there are some tricky bits. One of those is understanding how Storming works for task-oriented work groups. For a brief review of Tuckman and Jensen's model, see "Tuckman's Model and Joint Leadership Teams," Point Lookout for January 18, 2023.
Some have proposed that a useful metaphor for Storming in group development is a stretch of white water in a rafting trip down a river. The metaphor does have some value. And it can also be misleading, because there are differences between a task-oriented work group in the Storming stage and a group of white water rafters heading down an angry, turbulent river. In this post I explore just a few of those differences.
I begin by clarifying what I mean by task-oriented work group. Task-oriented work groups are variants of what Tuckman called groups that operate in a natural-group setting. There are differences between a
task-oriented work group in the
Storming stage and a group of
white water rafters heading
down an angry, turbulent riverFor Tuckman, natural groups included what we today would call, for example, task forces. More examples: teams, project teams, red teams, review panels, boards, or even just work groups. Tuckman explains, "Presidential advisory councils and industrial groups represent examples of natural groups." With this definition in hand, let's compare the Storming stage of development of a task-oriented work group to what happens in a group engaged in the adventure of a white water rafting trip.
| In White-Water Rafting… | In Task-Oriented Work Groups… |
|---|---|
Rafting guides know very well what's up ahead. On any given trip, the guide might have taken that very trip just last week, or yesterday, or even this morning. | The rafting-trip metaphor is misleading about risk. Organizational leaders — executives, managers, project managers, and scrum masters — might know more about what lies ahead than some group members do, but unlike the rafting guide, they can't see the future as clearly or in enough detail to eliminate nearly all risk. |
The stretches of white water — the metaphorical "challenges" — almost always occur in the same order and with unchanged spacing between them. When changes do occur, they usually occur in response to well-understood weather conditions, or on a time scale much longer than the time scale of the rafting trip. | Knowing the order of the challenges we face is an invaluable aid to planners. They use that information to arrange for the right resources to be available at the right times. Although we might have this kind of information for a rafting trip, we certainly don't have it for most of the projects we work on. |
People very rarely join the rafting group in the middle of the trip. | Many task-oriented work groups must deal with the consequences of people joining the team in mid-task, either to replace someone who was suddenly assigned to duties elsewhere, or to provide skills that are needed for a specific subtask, or to provide an extra pair of hands. |
People very rarely intentionally get out of the raft in the middle of the trip. | In many organizations, people belong to several teams. And they cycle in and out depending on what work is scheduled for a particular time period. For example, specialists might work intensively with Team A in July and August, and then move to Team B to help Team B with something else. In effect, with respect to Team A, they become inactive until January, when the work they did in summer is due to be tested as an element of a larger system that won't be ready for testing until January. In short, team rosters can be unstable, not only by chance, but also by plan. |
In white water rafting, there are no do-overs. The raft goes in one direction only and that's downstream. | We sometimes repeat work, when we discover something that requires it, or when our objectives change, or when requirements change, or when schedules change. |
Two raft crews never decide to merge into one crew and then get rid of one raft and fire one of the raft guides. | Project teams, departments, and entire enterprises sometimes join together and reorganize. These structural changes really have no parallel in rafting trips, except possibly in emergency rescues. But they have dramatic impact on group development in organizations. |
Last words
Metaphors might seem at first to provide useful insights about the systems they represent. But take care not to identify too closely with a metaphor. 
Top 
Next Issue
Occasionally we have the experience of belonging to a great team. Thrilling as it is, the experience is rare. In part, it's rare because we usually strive only for adequacy, not for greatness. We do this because we don't fully appreciate the returns on greatness. Not only does it feel good to be part of great team — it pays off. Check out my Great Teams Workshop to lead your team onto the path toward greatness. More info
More about Tuckman's sequence of small group development
The Politics of Forming Joint Leadership Teams [January 4, 2023]- Some teams, business units, or enterprises are led not by individuals, but by joint leadership teams of two or more. They face special risks that arise from both the politics of the joint leadership team and the politics of the organization hosting it.
Tuckman's Model and Joint Leadership Teams [January 18, 2023]- Tuckman's model of the stages of group development, applied to Joint Leadership Teams, reveals characteristics of these teams that signal performance levels less than we hope for. Knowing what to avoid when we designate these teams is therefore useful.
Beating the Layoffs: II [November 20, 2024]- If you work in an organization likely to conduct layoffs soon, keep in mind that exiting voluntarily can carry advantages. Here are some advantages that relate to collegial relationships, future interviews, health, and severance packages.
White Water Rafting as a Metaphor for Group Development [December 4, 2024]- Tuckman's model of small group development, best known as "Forming-Storming-Norming-Performing," applies better to development of some groups than to others. We can use a metaphor to explore how the model applies to Storming in task-oriented work groups.
- Subgrouping and Conway's Law [December 18, 2024]
- When task-oriented work groups address complex tasks, they might form subgroups to address subtasks. The structure of the subgroups and the order in which they form depend on the structure of the group's task and the sequencing of the subtasks.
The Storming Puzzle: I [December 25, 2024]- Tuckman's model of small group development, best known as "Forming-Storming-Norming-Performing," applies to today's task-oriented work groups — if we adapt our understanding of it. If we don't adapt, the model appears to conflict with reality.
The Storming Puzzle: II [January 1, 2025]- For some task-oriented work groups, Tuckman's model of small group development doesn't seem to fit. Storming seems to be absent, or Storming never ends. To learn how this illusion forms, look closely at Satir's Change Model and at what we call a task-oriented work group.
The Storming Puzzle: Six Principles [January 8, 2025]- For some task-oriented work groups, Tuckman's model of small group development seems not to fit. Storming seems to be either absent or continuous. To learn how this illusion forms, look closely at the processes that can precipitate episodes of Storming in task-oriented work groups.
The Storming Puzzle: Patterns and Antipatterns [January 15, 2025]- Tuckman's model of small group development, best known as "Forming-Storming-Norming-Performing," applies to today's task-oriented work groups, if we understand the six principles that govern transitions from one stage to another. Here are some examples.
Storming: Obstacle or Pathway? [January 22, 2025]- The Storming stage of Tuckman's model of small group development is widely misunderstood. Fighting the storms, denying they exist, or bypassing them doesn't work. Letting them blow themselves out in a somewhat-controlled manner is the path to Norming and Performing.
A Framework for Safe Storming [January 29, 2025]- The Storming stage of Tuckman's development sequence for small groups is when the group explores its frustrations and degrees of disagreement about both structure and task. Only by understanding these misalignments is reaching alignment possible. Here is a framework for this exploration.
On Shaking Things Up [February 5, 2025]- Newcomers to work groups have three tasks: to meet and get to know incumbent group members; to gain their trust; and to learn about the group's task and how to contribute to accomplishing it. General skills are necessary, but specifics are most important.
On Substituting for a Star [February 12, 2025]- Newcomers to work groups have three tasks: to meet and get to know incumbent group members; to gain their trust; and to learn about the group's task and how to contribute to accomplishing it. All can be difficult; all are made even more difficult when the newcomer is substituting for a star.
Footnotes
Your comments are welcome
Would you like to see your comments posted here? rbrentSgXnAlNVWlhxNIJner@ChacAtZoEYrrmofzZnjPoCanyon.comSend me your comments by email, or by Web form.About Point Lookout
Thank you for reading this article. I hope you enjoyed it and
found it useful, and that you'll consider recommending it to a friend.
This article in its entirety was written by a human being. No machine intelligence was involved in any way.
Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.
Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
Related articles
More articles on Conflict Management:
Questioning Questions- In meetings and other workplace discussions, questioning is a common form of conversational contribution.
Questions can be expensive, disruptive, and counterproductive. For most exchanges, there is a better way.
Grace Under Fire: II- When we debate at work, things sometimes turn unpleasant. Out of control, one party might maneuver the
other into losing control. If we have better tools for recognizing these tactics, we're better able
to maintain self-control. Here's Part II of such a toolkit.
Compulsive Talkers at Work: Addiction- Incessant, unending talking about things that the listener doesn't care about, already knows about,
or can do nothing about is an irritating behavior that harms both talker and listener. What can we do
about this?
Covert Obstruction in Teams: II- Some organizational initiatives enjoy the full support of the teams responsible for executing them.
But some repeatedly confront attempts to deprive them of resources or to limit their progress. When
team members covertly obstruct progress, what techniques do they use?
Commenting on the Work of Others- Commenting on the work of others risks damaging relationships. It can make future collaboration more
difficult. To be safe when commenting about others' work, know the basic principles that distinguish
appropriate and inappropriate comments.
See also Conflict Management and Conflict Management for more related articles.
Forthcoming issues of Point Lookout
Coming April 2: Mitigating the Trauma of Being Laid Off- Trauma is an emotional response to horrible events — accidents, crimes, disasters, physical abuse, emotional abuse, gross injustices — and layoffs. Layoff trauma is real. Employers know how to execute layoffs with compassion, but some act out of cruelty. Know how to defend yourself. Available here and by RSS on April 2.
And on April 9: Defining Workplace Bullying- When we set out to control the incidence of workplace bullying, problem number one is defining bullying behavior. We know much more about bullying in children than we do about adult bullying, and more about adult bullying than we know about workplace bullying. Available here and by RSS on April 9.
Coaching services
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrentSgXnAlNVWlhxNIJner@ChacAtZoEYrrmofzZnjPoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, )
- Get 2003-4 in Why Dogs Wag (PDF, )
- Get 2005-6 in Loopy Things We Do (PDF, )
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
- Get 2009-10 in The Questions Not Asked (PDF, )
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )
Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500-1000 words in your inbox in one hour. License any article from this Web site. More info
Follow Rick
Recommend this issue to a friend
Send an email message to a friend
rbrentSgXnAlNVWlhxNIJner@ChacAtZoEYrrmofzZnjPoCanyon.comSend a message to Rick
A Tip A Day feed
Point Lookout weekly feed
My blog, Technical Debt for Policymakers, offers
resources, insights, and conversations of interest to policymakers who are concerned with managing
technical debt within their organizations. Get the millstone of technical debt off the neck of your
organization!
Bad boss, long commute, troubling ethical questions, hateful colleague? Learn what we can do when we
love the work but not the job.Learn how to make your virtual global team sing.Are you managing a change effort that faces rampant cynicism, passive non-cooperation, or
maybe even outright revolt?Learn how to make meetings more productive — and more rare.