Norming

Norming is the third stage of group development in the model proposed by Bruce Tuckman in 1965, following forming and storming and preceding performing and adjourning. In this stage, group members begin to resolve their differences, establish shared norms, and commit to a common working approach. Norming marks a transition from initial uncertainty toward greater cohesion and coordination.

During norming, roles and responsibilities become clearer, communication becomes more open, and decision-making processes are agreed upon. The group develops norms—informal rules about participation, accountability, conflict resolution, and how work is prioritised. Leadership tends to become more facilitative or distributed as members align around collective goals and standards.

Outcomes typically include improved collaboration, higher morale, and more efficient performance. Trust increases as members meet expectations, feedback is more constructive, and routines for meetings and workflow are established and followed. While disagreements may still occur, conflicts are handled within the established norms and with less personal tension.

Critics note that progress through the stages is not universal or linear; teams may cycle back to storming or skip stages depending on context, leadership, and task complexity. Cultural differences, organizational constraints, and changing goals can influence the pace and nature of norming. In long-running groups, norming often becomes part of the ongoing operating culture rather than a one-time phase.

Norming is primarily discussed in the context of group dynamics and team development. In other fields, norming can refer to establishing norms or standardization for measures or data, but this use is distinct from the group-development sense described here.