We’ve all been there. We start a project- group or otherwise- with hope and excitement, looking forward to the satisfaction of a job well done. At least, for a few moments. You would think that once we’ve set norms, laid out detailed plans, met together and assigned tasks, everyone would just…do the thing, right? Not exactly. Whether it’s giving directions to a group of first graders, planning a family vacation, or painting your bathroom pink (which I did recently, highly recommend), humans are notorious for thinking linearly, but achieving in a loopty-loo. See the very scientific example below. Fortunately, there’s a phrase for that. In the mid-60s, psychologist Bruce Tuckman introduced the four stages of group development—a model still widely cited today (Tuckman, 1965). Later, he and Mary Ann C. Jensen added a fifth stage, “adjourning,” to complete the framework (Tuckman & Jensen, 1977). They are: - Forming - Storming - Norming - Performing Bonus - Adjourning The idea is simple. First, teams come together with a common goal. They set norms, delegate tasks, and determine next steps. This is “forming”. Then, miscommunication happens, team members begin to push back and ask more direct questions, and frustration can happen- “storming”. Team members then work through those sticky spots, get more comfortable seeking clarification, and work together more cohesively- “norming”. Finally, like any Hallmark movie, the team starts making progress and (hopefully) crushes their goal- "performing”. The team then disbands- "adjourning”. I’ve used this model for many years, and I’ve noticed a few things. First- “storming” and “norming” are interchangeable. They go back and forth fluidly, and “storming” can occasionally sneak into “performing” because she’s sneaky and very dramatic. Second- this model can be used in every part of your life- your work, play, even your daily activities. Let’s take my ADHD adventure of deciding to paint my bathroom pink- here is an unfiltered peek into my brain (you’re welcome and/or I’m sorry).