Stages of Team Development
Using Bruce Tuckman's Phases of Team Development
29 January 2018
High Resolution Files of Visual: See Permission Request Information section
If there are any supplements or updates to this article after the date of publication, they will appear in the Post-Publication Notes section at the end of this article.
Teams go through stages of development, and Bruce Tuckman established a popular framework on the subject. According to Tuckman, all phases—Forming, Storming, Norming, Performing, and Adjourning—are necessary for the team to grow, tackle problems, find solutions, plan work, and deliver results. This article provides a brief overview of the model, including descriptions and strategies for each phase.
1. Forming
Characteristics of Forming include questioning, socializing, displaying eagerness, focusing on group identity and purpose, and sticking to safe topics. Strategies for this phase include taking the 'lead,' providing clear expectations and consistent instructions, and quick response times.
2. Storming
Traits of Storming include resistance, lack of participation, conflict, competition, high emotions, and moving towards group norms. Strategies for this stage include normalizing matters and encouraging leadership.
3. Norming
Features of Norming include reconciliation, relief, lowered anxiety, members are engaged and supportive, and developing cohesion. Strategies for this phase include recognizing individual and group efforts, providing learning opportunities and feedback, and monitoring the 'energy' of the group.
4. Performing
Characteristics of Performing include demonstrations of interdependence, healthy system, ability to effectively produce as a team, and balance of task and process orientation. Strategies for this stage include celebrating, 'guide from the side' (minimal intervention), encouraging group decision-making and problem-solving, and providing opportunities to share learning across teams.
5. Adjourning
Traits of Adjourning include a shift to process orientation, sadness, and recognition of team and individual efforts. Strategies for this phase include recognizing change, providing an opportunity for summative team evaluations, and providing an opportunity for acknowledgments.
The illustration summarizes the above information—and it shows how performance fluctuates as teams move through each phase. This information may be helpful for looking at your team.
Permission Request Information
To request permission to use the 'Phases of Team Development' visual, contact Scott M. Graffius. If approved, high resolution JPG and PNG image files will be provided, subject to terms and conditions.
Post-Publication Notes
Update on 7 January 2025
Scott M. Graffius periodically updates his 'Phases of Team Development' work. The most current edition is here.
© Copyright 2018 Scott M. Graffius. All rights reserved. This material may not be published, broadcast, rewritten or redistributed without the express written permission of Scott M. Graffius.
The Spanish Version of the 'Phases of Team Development' -- 'Fases del Desarrollo del Equipo' -- Now Available
19 October 2021
For permission requests and high resolution images, see below.
Phases of Team Development
Teams go through phases of development, and Dr. Bruce Tuckman established a popular and durable framework on the subject. According to Dr. Tuckman, all phases—Forming, Storming, Norming, Performing, and Adjourning—are necessary for teams to grow, tackle problems, find solutions, plan work, and deliver results.
Agile project management thought leader, influencer, and author Scott M. Graffius developed a related custom illustration, Phases of Team Development. It highlights the performance level, characteristics, and proven strategies for each of the phases. Project Managers, Scrum Masters, Agile Coaches, DevOps Leads, and other professionals can apply the information to help handle challenges or issues experienced by teams. By doing so, they’ll advance the teams' happiness and productivity, as well as the teams' (and their own) success. Graffius updates the content periodically.
Graffius translated his 'Phases of Team Development' intellectual property into Spanish: 'Fases del Desarrollo del Equipo' — Formación (Forming), Turbulencia (Storming), Normalización (Norming), Desempeño (Performing), and Disolución (Adjourning).
Sometimes, different words are used for the phases. For example, 'Storming' is translated as 'Turbulencia' — but 'Conflicto' or other alternatives are occasionally used instead. This article and the related Fases del Desarrollo del Equipo illustration incorporate the selections for phases referenced in the Spanish version of the Project Management Institute's A Guide to the Project Management Body of Knowledge. The five phases in Spanish are: Formación, Turbulencia, Normalización, Desempeño, y Disolución.
More on the Spanish version follows.
Permission Request Information
For permission requests to use Graffius' 'Fases del Desarrollo del Equipo' visual, contact Scott M. Graffius in English. If your request is approved, Graffius will give you an authorization/license and, if applicable, high-resolution file(s) of the visual.
How to Cite This Article
Graffius, Scott M. (2021, October 19). The Spanish Version of the 'Phases of Team Development' -- 'Fases del Desarrollo del Equipo' -- Now Available. Available at: https://scottgraffius.com/blog/files/equipo-21.html.
How to Cite Only the Visual
Graffius, Scott M. (2021). Fases del Desarrollo del Equipo. Digital Object Identifier (DOI): 10.13140/RG.2.2.28150.93765. DOI link: https://dx.doi.org/10.13140/RG.2.2.28150.93765.
For information on the English version of the Phases of Team Development, visit here.
About Scott M. Graffius
Scott M. Graffius, PMP, CSP-SM, CSP-PO, CSM, CSPO, SFE, ITIL, LSSGB is an agile project management practitioner, consultant, award-winning author, and international speaker. He has generated over one billion dollars of business value in aggregate for the organizations he has served. Graffius is the founder, CEO, and principal consultant at Exceptional PPM and PMO Solutions™ and subsidiary Exceptional Agility™, based in Los Angeles, California. His expertise spans project, program, portfolio, and PMO leadership inclusive of agile, traditional, and hybrid approaches. Content from his books, workshops, speaking engagements, and more have been featured and used by businesses, governments, and universities including Gartner, Microsoft, Deloitte, Oracle, Cisco, Ford, Qantas, Atlassian, Bayer, the National Academy of Sciences, the United States Department of Energy, the United States Army, Project Management Institute, the IEEE, the New Zealand Ministry of Education, Tufts University, Texas A&M University, Virginia Tech, Penn State, Warsaw University of Technology, University of Waterloo, Loughborough University London, and others. Graffius has spoken at 58 conferences and other events around the world, including Armenia, Australia, Brazil, Canada, Czech Republic, Finland, France, Germany, Greece, India, Ireland, Lithuania, Luxembourg, Netherlands, New Zealand, Sweden, United Kingdom, and the United States. Thinkers360 named Graffius a global top thought leader and influencer in four domains: Agile, Change Management, Digital Transformation, and GovTech.
His full bio is available here.
Connect with Scott on:
Copyright
Copyright © Scott M. Graffius. All rights reserved. This material may not be published, broadcast, rewritten or redistributed without the express written permission of Scott M. Graffius.
Bruce Tuckman’s Model (Forming, Storming, Norming, Performing, and Adjourning) is Highly Relevant and Beneficial, But It Doesn’t Please Everyone
08 November 2021
Names and certain identifying details are not included or are redacted (replaced with black rectangles) to respect privacy.
The Question
Steve Jobs famously said: “You can please some of the people some of the time” in response to a tough question at the 1997 Worldwide Developer Conference. The following experience reminded me of that quote.
In a recent workshop on team leadership, a student asked me, “What do you think about █████████’s disregard of Tuckman’s model?” (Note: The student was referring to a person who's a leader in Agile and Scrum. That person's name is redacted, subsequently referred to as “critic.” His or her stance seems to be the rare exception.) I’m detailing my response here.
The Background for Context
Bruce Tuckman (Ph.D. in Psychology from Princeton University) conducted extensive research on group dynamics, and he published a related model in 1965. At that time, the model included four phases: forming, storming, norming, and performing. However, Dr. Tuckman subsequently determined that adjourning was so important that he (with Mary Ann Jensen) updated his model in 1977 to add adjourning as the fifth phase. In the context of this discussion, phases and stages may be used interchangeably; and group dynamics is also referred to as group development, team dynamics, and team development.
Dr. Tuckman’s model has stood the test of time because it remains highly relevant and beneficial. Since his related work was published, it has been supported by additional peer-reviewed research. And it has received recommendations and coverage from leading organizations including Google, Harvard Business Review, IEEE, Forbes, MIT, Fast Company, NASA, Microsoft, TNW, Project Management Institute, Scrum Alliance, Scrum.org, Association for Project Management, Gartner, CIO, Spotify, Imperial College London, RAND Corporation, Princeton University, Software Engineering Institute, University of Edinburgh, Cisco, KPMG, Warsaw University of Technology, DevOps Institute, American Express, SANS Institute, Zurich University, SAP, ViacomCBS, Oxford University, American Management Association, AT&T, University of Southern California, IBM, and many others.
While Tuckman’s model is durable and relevant, no model is perfect. It can be helpful to understand any concerns or limitations—with an emphasis on any which are independently verifiable and are published in peer-reviewed studies.
I related to the student that there are critics of Tuckman’s model, but that they’re few—and I’m not familiar with criticisms meeting the aforementioned rigor of being independently verifiable with such findings appearing in peer-reviewed studies.
I said, for example, that I was already aware of the critic's stated disregard of Bruce Tuckman’s model. I previously looked into the situation to learn more. My research and findings follow.
The Research and Findings
In a █████ communication, the critic said “I never liked ...” referring to Tuckman’s model. He or she went on to state that his or her reason was that “Gersick tested it ...” (Tuckman’s model) and “...it’s not true.” The critic included a link to the paper which was the basis for his or her stance. The link goes to the following paper:
Curtis, B., Walz, D., and Elam, J. (1990, October 1). Studying the Process of Software Design Teams. In: ISPW '90: Proceedings of the 5th International Software Process Workshop on Experience with Software Process Models, pages 52-53.
The critic said that “Gersick tested it” and pointed to the paper. However, Gersick is not an author on the paper. Still, I reviewed the content to see what, if anything, the authors (Curtis, Walz, and Elam) said about Tuckman, Tuckman’s model, and/or Gersick. Here’s what I found.
On Tuckman: Tuckman was not mentioned anywhere in the paper.
On Tuckman’s model (a reference to forming, storming, norming, performing, and/or adjourning): The following appears: “Rather than the standard group process of form-storm-norm-perform, Gersick suggested there came a point halfway through a group project where the team faced its lack of progress.”
On Gersick: Gersick was mentioned four times: “Gersick (1988) observed such a point in a study of project teams” and “Rather than the standard group process of form-storm-norm-perform, Gersick suggested there came a point halfway through a group project where the team faced its lack of progress” and “Gersick's model may be more descriptive of temporary teams that are asked to perform tasks out of their area of expertise” and (a reference citation) “Gersick, C.J.G. (1988). Time and Transition in Work Teams: Toward a New Model of Work Development. Academy of Management Journal, 31 (1), 9-41.”
The critic said that “Gersick tested it” ... and “...it’s not true.” However, as a summary of the above, Gersick is not the author of the paper, and the authors (Curtis, Walz, and Elam) commented that Tuckman’s model did not seem to work for one project. On that one project, “Rather than ... form-storm-norm-perform ... there came a point halfway through ... where the team faced its lack of progress.” That does not negate Tuckman’s model. While teams typically move through the different phases, it’s entirely possible for a team to face a lack of progress at a given time. Phases don’t progress magically; the phase is a marker of the team’s current progress and effectiveness. The critic said that “Gersick tested it” ... and “...it’s not true.” The research specified by the critic did not state that it tested Tuckman’s model and found it to not be true. The research specified by the critic does not support his or her stand. Nevertheless, I dug deeper.
The above paper by Curtis, Walz, and Elam includes Gersick’s work as a reference. I found and carefully reviewed Gersick’s respective research. Again, it’s: “Gersick, C.J.G. (1988). Time and Transition in Work Teams: Toward a New Model of Work Development. Academy of Management Journal, 31 (1), 9-41.” I looked to see what Gersick said about Tuckman or his model. Here’s what I discovered.
Tuckman was mentioned five times: “There was no initial ‘storming’ (Tuckman, 1965; Tuckman & Jensen, 1977) in this group” and “First, as Tuckman pointed out in 1965 and others have noted up to the present (Hare, 1976; McGrath, 1986; Poole, 1983b), they offer snapshots of groups at different points in their life-spans but say little about the mechanisms of change” and “Since all teams were doing construction work on their projects during phase 2, similar to ‘performing’ in Tuckman’s (1965) synthesis, it was a time when teams were more similar to both each other and to the traditional model than they were in phase 1” and (a reference citation) “Tuckman, B. 1965. Developmental Sequence in Small Groups. Psychological Bulletin, 63: 384-399” and (another reference citation) “Tuckman, B., & Jensen, M. 1977. Stages of Small-Group Development. Group and Organizational Studies, 2: 419-427.”
The critic said that “Gersick tested it” ... and “...it’s not true.” However, as a summary of the above, Gersick did not state that Tuckman’s model was tested and found to not be true. For example, Gersick did not say that there was no storming; rather, it was qualified as “no initial ‘storming.’” Furthermore, and most importantly, Gersick provided the following caveat: “This study must be interpreted with caution. It was hypothesis-generating, not hypothesis-testing; the model is expressly provisional.” According to Gersick, the research did not test or prove anything.
The research—both the paper pointed to by the critic, and the reference study—does not supply the stated basis for the critic's stance.
The Conclusion with the Answer
In conclusion, Tuckman’s model has stood the test of time because it remains highly relevant and beneficial. No model is perfect, and it is helpful to understand any concerns or limitations—with an emphasis on any which are independently verifiable and are published in peer-reviewed studies.
My answer to the student’s question (“What do you think about █████████’s disregard of Tuckman’s model?”) was that I diligently reviewed the facts and neither the paper linked to by the critic, nor the other study cited by the paper, support the critic’s assertion that “Gersick tested it ...” (Tuckman’s model) and “...it’s not true.”
Maybe—or maybe not—the critic's view of the model is because of a misunderstanding regarding the research. Or maybe—or maybe not—there's another reason. As Steve Jobs said, “You can please some of the people some of the time.”
The Phases of Team Development Visual
🔥 Update: The newest version is here.
About Scott M. Graffius
Scott M. Graffius, PMP, CSP-SM, CSP-PO, CSM, CSPO, SFE, ITIL, LSSGB is an agile project management practitioner, consultant, award-winning author, and international speaker. He has generated over 1.75 billion dollars of business value in aggregate for the organizations he has served. Graffius is the founder, CEO, and principal consultant at Exceptional PPM and PMO Solutions™ and subsidiary Exceptional Agility™, based in Los Angeles, California. His expertise spans project, program, portfolio, and PMO leadership inclusive of agile, traditional, and hybrid approaches. Content from his books (Agile Scrum and Agile Transformation), workshops, speaking engagements, and more have been featured and used by businesses, governments, and universities including Gartner, Microsoft, Deloitte, Oracle, Cisco, Ford, Qantas, Atlassian, Bayer, the National Academy of Sciences, the United States Department of Energy, the United States Army, Project Management Institute, the IEEE, the New Zealand Ministry of Education, Tufts University, Texas A&M University, Virginia Tech, Penn State, Warsaw University of Technology, University of Waterloo, Loughborough University London, and others. Graffius has spoken at 58 conferences and other events around the world, including Armenia, Australia, Brazil, Canada, Czech Republic, Finland, France, Germany, Greece, India, Ireland, Lithuania, Luxembourg, Netherlands, New Zealand, Sweden, United Kingdom, and the United States. Thinkers360 named Graffius a global top thought leader and influencer in four domains: Agile, Change Management, Digital Transformation, and GovTech.
His full bio is available here.
Connect with Scott on:
About Agile Scrum: Your Quick Start Guide with Step-by-Step Instructions
Shifting customer needs are common in today's marketplace. Businesses must be adaptive and responsive to change while delivering an exceptional customer experience to be competitive.
There are a variety of frameworks supporting the development of products and services, and most approaches fall into one of two broad categories: traditional or agile. Traditional practices such as waterfall engage sequential development, while agile involves iterative and incremental deliverables. Organizations are increasingly embracing agile to manage projects, and best meet their business needs of rapid response to change, fast delivery speed, and more.
With clear and easy to follow step-by-step instructions, Scott M. Graffius's award-winning Agile Scrum: Your Quick Start Guide with Step-by-Step Instructions helps the reader:
- Implement and use the most popular agile framework―Scrum;
- Deliver products in short cycles with rapid adaptation to change, fast time-to-market, and continuous improvement; and
- Support innovation and drive competitive advantage.
Hailed by Literary Titan as “the book highlights the versatility of Scrum beautifully.”
Winner of 17 first place awards.
Agile Scrum: Your Quick Start Guide with Step-by-Step Instructions is available in paperback and ebook/Kindle in the United States and around the world. Some links by country follow.
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About Agile Transformation: A Brief Story of How an Entertainment Company Developed New Capabilities and Unlocked Business Agility to Thrive in an Era of Rapid Change
Thriving in today's marketplace frequently depends on making a transformation to become more agile. Those successful in the transition enjoy faster delivery speed and ROI, higher satisfaction, continuous improvement, and additional benefits.
Based on actual events, Agile Transformation: A Brief Story of How an Entertainment Company Developed New Capabilities and Unlocked Business Agility to Thrive in an Era of Rapid Change provides a quick (60-90 minute) read about a successful agile transformation at a multinational entertainment and media company, told from the author's perspective as an agile coach.
The award-winning book by Scott M. Graffius is available in paperback and ebook/Kindle in the United States and around the world. Some links by country follow.
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The short URL for this article is: https://bit.ly/tckmn
Posts related to this article are on Twitter and Instagram (via @AgileScrumGuide)
© Copyright 2021 Scott M. Graffius. All rights reserved. This material may not be published, broadcast, rewritten or redistributed without the express written permission of Scott M. Graffius.
IEEE Xplore Publication Featured Scott M. Graffius' 'Phases of Team Development' Work
27 October 2023
BY SCOTT M. GRAFFIUS | ScottGraffius.com
The scientific paper, “Exploring the Dynamics of Team Formation in Human-Artificial Intelligence Collaboration,” referenced and discussed Scott M. Graffius’ ‘Phases of Team Development’ work.
“Exploring the Dynamics of Team Formation in Human-Artificial Intelligence Collaboration” — a scientific paper and presentation at the 2023 International Conference on Decision Aid Sciences and Applications — referenced and discussed Graffius’ ‘Phases of Team Development.’ Here’s an excerpt: “This is evident in Graffius’ work which shows Graffius’ modifications on the phases of team development, highlighting the characteristics of Tuckman’s stages and presenting strategies to overcome their challenges.”
IEEE Xplore published the paper (here). Here’s the citation information:
Alfateh, Maryam Ali Abu; Messaadia, Mourad; and Ali, Mazen (2023, September). Exploring the Dynamics of Team Formation in Human-Artificial Intelligence Collaboration. In 2023 International Conference on Decision Aid Sciences and Applications (DASA), pp. 384-388. DOI: 10.1109/DASA59624.2023.10286788.
About Scott M. Graffius’ ‘Phases of Team Development’
Informed by the research of Bruce W. Tuckman and Mary Ann C. Jensen, over 100 subsequent studies, and Graffius’ first-hand professional experience with, and analysis of, team leadership and performance, Graffius created his ‘Phases of Team Development’ as a unique perspective and visual conveying the five phases of team development — Forming, Storming, Norming, Performing, and Adjourning — inclusive of a graph showing how performance varies by phase, as well as the characteristics and strategies for each phase.
With permission/a license from Graffius, his ‘Phases of Team Development’ work is used by businesses, professional associations, governments, and universities around the world. Examples include Yale University, IEEE, Torrens University Australia, UK Sports Institute, Adobe, Amsterdam Public Health Research Institute, Academic Cooperation Association, Boston University, U.S. National Park Service, Bayer, Hasso Plattner Institute (Hasso-Plattner-Institut für Digital Engineering GmbH), Singapore University of Social Sciences, New Zealand Government, University of Galway Ireland, and many more.
Visit https://bit.ly/teams-23 for details, including permission request information and more.
Graffius’ ‘Phases of Team Development’ (visual and text) is copyright © Scott M. Graffius. All rights reserved.
About the IEEE
The Institute of Electrical and Electronics Engineers (IEEE) is the world’s largest professional organization advancing innovation and technological excellence for the benefit of humanity. IEEE and its members (which includes Graffius) inspire a global community to innovate for a better tomorrow through its highly cited publications, conferences, technology standards, and professional and educational activities. IEEE is the trusted “voice” for engineering, computing, and technology information around the globe. Visit https://ieee.org to learn more.
IEEE name, mark, and content are the property of the IEEE.
About IEEE Xplore
IEEE Xplore is the flagship digital platform for discovery and access to scientific and technical content published by the IEEE and its publishing partners. Visit https://innovate.ieee.org to learn more.
IEEE Xplore name, mark, and content are the property of the IEEE.
About Scott M. Graffius
Scott M. Graffius, PMP, SA, CSP-SM, CSP-PO, CSM, CSPO, SFE, ITIL, LSSGB is an agile project management practitioner, consultant, multi-award-winning author, and international keynote speaker. He is the Founder of Exceptional PPM and PMO Solutions™ and subsidiary Exceptional Agility™. He has generated over $1.9 billion of business value in aggregate for Global Fortune 500 businesses and other organizations he has served. Graffius and content from his books, talks, workshops, and more have been featured and used by businesses, professional associations, governments, and universities. Examples include Microsoft, Oracle, Broadcom, Cisco, Gartner, Project Management Institute, IEEE, Qantas, National Academy of Sciences, United States Department of Energy, New Zealand Ministry of Education, Yale University, Tufts University, and others. He has delighted audiences with dynamic and engaging talks and workshops at 88 conferences and other events across 25 countries.
His full bio is available here.
Connect with Scott on:
About Agile Scrum: Your Quick Start Guide with Step-by-Step Instructions
Shifting customer needs are common in today's marketplace. Businesses must be adaptive and responsive to change while delivering an exceptional customer experience to be competitive.
There are a variety of frameworks supporting the development of products and services, and most approaches fall into one of two broad categories: traditional or agile. Traditional practices such as waterfall engage sequential development, while agile involves iterative and incremental deliverables. Organizations are increasingly embracing agile to manage projects, and best meet their business needs of rapid response to change, fast delivery speed, and more.
With clear and easy to follow instructions, the multi award-winning Agile Scrum: Your Quick Start Guide with Step-by-Step Instructions book by Scott M. Graffius (Chris Hare and Colin Giffen, Technical Editors) helps the reader:
Hailed by Literary Titan as “the book highlights the versatility of Scrum beautifully.”
Winner of 17 first place awards.
Agile Scrum: Your Quick Start Guide with Step-by-Step Instructions is available in paperback and ebook/Kindle in the United States and around the world. Some links by country follow.
About Agile Transformation: A Brief Story of How an Entertainment Company Developed New Capabilities and Unlocked Business Agility to Thrive in an Era of Rapid Change
Thriving in today's marketplace frequently depends on making a transformation to become more agile. Those successful in the transition enjoy faster delivery speed and ROI, higher satisfaction, continuous improvement, and additional benefits.
Based on actual events, Agile Transformation: A Brief Story of How an Entertainment Company Developed New Capabilities and Unlocked Business Agility to Thrive in an Era of Rapid Change provides a quick (60-90 minute) read about a successful agile transformation at a multinational entertainment and media company, told from the author's perspective as an agile coach.
The award-winning book by Scott M. Graffius is available in paperback and ebook/Kindle in the United States and around the world. Some links by country follow.
© Copyright 2023 Scott M. Graffius. All rights reserved. This material may not be published, broadcast, rewritten or redistributed without the express written permission of Scott M. Graffius.
The scientific paper, “Exploring the Dynamics of Team Formation in Human-Artificial Intelligence Collaboration,” referenced and discussed Scott M. Graffius’ ‘Phases of Team Development’ work.
“Exploring the Dynamics of Team Formation in Human-Artificial Intelligence Collaboration” — a scientific paper and presentation at the 2023 International Conference on Decision Aid Sciences and Applications — referenced and discussed Graffius’ ‘Phases of Team Development.’ Here’s an excerpt: “This is evident in Graffius’ work which shows Graffius’ modifications on the phases of team development, highlighting the characteristics of Tuckman’s stages and presenting strategies to overcome their challenges.”
IEEE Xplore published the paper (here). Here’s the citation information:
Alfateh, Maryam Ali Abu; Messaadia, Mourad; and Ali, Mazen (2023, September). Exploring the Dynamics of Team Formation in Human-Artificial Intelligence Collaboration. In 2023 International Conference on Decision Aid Sciences and Applications (DASA), pp. 384-388. DOI: 10.1109/DASA59624.2023.10286788.
About Scott M. Graffius’ ‘Phases of Team Development’
Informed by the research of Bruce W. Tuckman and Mary Ann C. Jensen, over 100 subsequent studies, and Graffius’ first-hand professional experience with, and analysis of, team leadership and performance, Graffius created his ‘Phases of Team Development’ as a unique perspective and visual conveying the five phases of team development — Forming, Storming, Norming, Performing, and Adjourning — inclusive of a graph showing how performance varies by phase, as well as the characteristics and strategies for each phase.
With permission/a license from Graffius, his ‘Phases of Team Development’ work is used by businesses, professional associations, governments, and universities around the world. Examples include Yale University, IEEE, Torrens University Australia, UK Sports Institute, Adobe, Amsterdam Public Health Research Institute, Academic Cooperation Association, Boston University, U.S. National Park Service, Bayer, Hasso Plattner Institute (Hasso-Plattner-Institut für Digital Engineering GmbH), Singapore University of Social Sciences, New Zealand Government, University of Galway Ireland, and many more.
Visit https://bit.ly/teams-23 for details, including permission request information and more.
Graffius’ ‘Phases of Team Development’ (visual and text) is copyright © Scott M. Graffius. All rights reserved.
About the IEEE
The Institute of Electrical and Electronics Engineers (IEEE) is the world’s largest professional organization advancing innovation and technological excellence for the benefit of humanity. IEEE and its members (which includes Graffius) inspire a global community to innovate for a better tomorrow through its highly cited publications, conferences, technology standards, and professional and educational activities. IEEE is the trusted “voice” for engineering, computing, and technology information around the globe. Visit https://ieee.org to learn more.
IEEE name, mark, and content are the property of the IEEE.
About IEEE Xplore
IEEE Xplore is the flagship digital platform for discovery and access to scientific and technical content published by the IEEE and its publishing partners. Visit https://innovate.ieee.org to learn more.
IEEE Xplore name, mark, and content are the property of the IEEE.
About Scott M. Graffius
Scott M. Graffius, PMP, SA, CSP-SM, CSP-PO, CSM, CSPO, SFE, ITIL, LSSGB is an agile project management practitioner, consultant, multi-award-winning author, and international keynote speaker. He is the Founder of Exceptional PPM and PMO Solutions™ and subsidiary Exceptional Agility™. He has generated over $1.9 billion of business value in aggregate for Global Fortune 500 businesses and other organizations he has served. Graffius and content from his books, talks, workshops, and more have been featured and used by businesses, professional associations, governments, and universities. Examples include Microsoft, Oracle, Broadcom, Cisco, Gartner, Project Management Institute, IEEE, Qantas, National Academy of Sciences, United States Department of Energy, New Zealand Ministry of Education, Yale University, Tufts University, and others. He has delighted audiences with dynamic and engaging talks and workshops at 88 conferences and other events across 25 countries.
His full bio is available here.
Connect with Scott on:
About Agile Scrum: Your Quick Start Guide with Step-by-Step Instructions
Shifting customer needs are common in today's marketplace. Businesses must be adaptive and responsive to change while delivering an exceptional customer experience to be competitive.
There are a variety of frameworks supporting the development of products and services, and most approaches fall into one of two broad categories: traditional or agile. Traditional practices such as waterfall engage sequential development, while agile involves iterative and incremental deliverables. Organizations are increasingly embracing agile to manage projects, and best meet their business needs of rapid response to change, fast delivery speed, and more.
With clear and easy to follow instructions, the multi award-winning Agile Scrum: Your Quick Start Guide with Step-by-Step Instructions book by Scott M. Graffius (Chris Hare and Colin Giffen, Technical Editors) helps the reader:
- Implement and use the most popular agile framework―Scrum;
- Deliver products in short cycles with rapid adaptation to change, fast time-to-market, and continuous improvement; and
- Support innovation and drive competitive advantage.
Hailed by Literary Titan as “the book highlights the versatility of Scrum beautifully.”
Winner of 17 first place awards.
Agile Scrum: Your Quick Start Guide with Step-by-Step Instructions is available in paperback and ebook/Kindle in the United States and around the world. Some links by country follow.
- 🇧🇷 Brazil
- 🇨🇦 Canada
- 🇨🇿 Czech Republic
- 🇩🇰 Denmark
- 🇫🇮 Finland
- 🇫🇷 France
- 🇩🇪 Germany
- 🇬🇷 Greece
- 🇭🇺 Hungary
- 🇮🇳 India
- 🇮🇪 Ireland
- 🇮🇱 Israel
- 🇮🇹 Italy
- 🇯🇵 Japan
- 🇱🇺 Luxembourg
- 🇲🇽 Mexico
- 🇳🇱 Netherlands
- 🇳🇿 New Zealand
- 🇳🇴 Norway
- 🇪🇸 Spain
- 🇸🇪 Sweden
- 🇨🇭 Switzerland
- 🇦🇪 UAE
- 🇬🇧 United Kingdom
- 🇺🇸 United States
About Agile Transformation: A Brief Story of How an Entertainment Company Developed New Capabilities and Unlocked Business Agility to Thrive in an Era of Rapid Change
Thriving in today's marketplace frequently depends on making a transformation to become more agile. Those successful in the transition enjoy faster delivery speed and ROI, higher satisfaction, continuous improvement, and additional benefits.
Based on actual events, Agile Transformation: A Brief Story of How an Entertainment Company Developed New Capabilities and Unlocked Business Agility to Thrive in an Era of Rapid Change provides a quick (60-90 minute) read about a successful agile transformation at a multinational entertainment and media company, told from the author's perspective as an agile coach.
The award-winning book by Scott M. Graffius is available in paperback and ebook/Kindle in the United States and around the world. Some links by country follow.
- 🇦🇺 Australia
- 🇦🇹 Austria
- 🇧🇷 Brazil
- 🇨🇦 Canada
- 🇨🇿 Czech Republic
- 🇩🇰 Denmark
- 🇫🇮 Finland
- 🇫🇷 France
- 🇩🇪 Germany
- 🇬🇷 Greece
- 🇮🇳 India
- 🇮🇪 Ireland
- 🇯🇵 Japan
- 🇱🇺 Luxembourg
- 🇲🇽 Mexico
- 🇳🇱 Netherlands
- 🇳🇿 New Zealand
- 🇪🇸 Spain
- 🇸🇪 Sweden
- 🇨🇭 Switzerland
- 🇦🇪 United Arab Emirates
- 🇬🇧 United Kingdom
- 🇺🇸 United States
© Copyright 2023 Scott M. Graffius. All rights reserved. This material may not be published, broadcast, rewritten or redistributed without the express written permission of Scott M. Graffius.
‘Comparative Methodological Guidelines: Handbook for Educators’ Violates Scott M. Graffius’ Copyright
08 October 2024
BY SCOTT M. GRAFFIUS | ScottGraffius.com
If there's an update after this article is published, the information will appear in the Post-Publication Notes section.
Scott M. Graffius' 'Phases of Team Development' Copyrighted Property
Informed by the research of Bruce W. Tuckman and Mary Ann C. Jensen, over 100 subsequent studies, and Scott M. Graffius' first-hand professional experience with, and analysis of, team leadership and performance, Graffius created his ‘Phases of Team Development’ as a unique perspective and visual conveying the five phases of team development — Forming, Storming, Norming, Performing, and Adjourning — inclusive of a graph showing how performance varies by phase, as well as the characteristics and strategies for each phase.
Graffius' intellectual property (IP) is registered with the United States Copyright Office.
Graffius initially developed his ‘Phases of Team Development’ unique material in 2008, and he periodically refreshes it.
For reference, the visual from the edition applicable to this case (4 January 2021 edition) is shown below [Exhibit 1] and is available at: https://dx.doi.org/10.13140/RG.2.2.22040.42246. The integrated text applies.
As shown above, Graffius’ copyright ownership details are integrated into and appear on his copyrighted property. Specifically, it reads: “Copyright © 2008-2021 Scott M. Graffius. All rights reserved. For permission requests, contact scott@scottgraffius.com.”
Organizations around the world engage Graffius to deliver compelling talks and workshops. To date, he's presented sessions at 91 conferences and other events across 25 countries, including:
Graffius ‘Phases of Team Development’ IP is central and key to many of those sessions. His rate card and a listing of his engagements are at https://scottgraffius.com/resources/Exceptional-PPM-and-PMO-Solutions-Rate-Card-for-2024-2025-v24071607.pdf and https://scottgraffius.com/publicspeaker.html, respectively.
With an authorization/license from Graffius, his ‘Phases of Team Development’ IP is featured and used by businesses, professional associations, government agencies, and universities around the world. Examples include:
Copyrights protect the intellectual property rights of creators, ensuring they receive recognition and compensation for their work, thus incentivizing creativity and innovation. Graffius is vigilant in upholding, protecting and enforcing his copyrights and other IP rights.
Comparative Methodological Guidelines: Handbook for Educators Violates Scott M. Graffius’ Copyright
Here's information on the infringing publication:
Details, including indisputable proof of the violation, are reported next.
Again, Graffius’ copyright ownership details and permission request information are integrated into and appear on his intellectual property.
The authors (Maša Cek, Kety Zhvania-Tyson, Ema Žufić, Diana Maminaishvili, Sara Sušanj, and Tatia Gogishvili) of Comparative Methodological Guidelines: Handbook for Educators did not request nor receive permission to use Graffius’ copyrighted property.
Nevertheless, the authors used Graffius’ 4 January 2021 copyrighted property in their publication.
Exhibit 2 is below. It shows thumbnail images of pages 1, 2, 73, 75, 77, 78, 80, and 89 from the infringing publication.
Comparing Graffius' copyrighted 4 January 2021 'Phases of Team Development' intellectual property with Comparative Methodological Guidelines reveals that Comparative Methodological Guidelines violated Graffius' copyright. There are too many examples to list, but some follow.
The infringing publication used Graffius’ copyrighted property on the characteristics and strategies for the phases of team development word-for-word. Here are some examples:
🟢 Graffius’ copyrighted Phases of Team Development has this content: "Some resistance"
🔴 Infringing Comparative Methodological Guidelines has this material: "Some resistance"
🟢 Graffius’ copyrighted Phases of Team Development has this content: "Lack of participation"
🔴 Infringing Comparative Methodological Guidelines has this material: "Lack of participation"
🟢 Graffius’ copyrighted Phases of Team Development has this content: "Requesting & encouraging feedback"
🔴 Infringing Comparative Methodological Guidelines has this material: "Requesting and encouraging feedback"
🟢 Graffius’ copyrighted Phases of Team Development has this content: "Identifying issues & facilitating their resolution"
🔴 Infringing Comparative Methodological Guidelines has this material: "Identifying issues and facilitating their resolutions"
🟢 Graffius’ copyrighted Phases of Team Development has this content: "Building trust by honoring commitments"
🔴 Infringing Comparative Methodological Guidelines has this material: "Building trust by honouring commitments"
🟢 Graffius’ copyrighted Phases of Team Development has this content: "Sadness"
🔴 Infringing Comparative Methodological Guidelines has this material: "Sadness"
Additionally the infringing publication used Graffius’ copyrighted property on the characteristics and strategies for the phases of team development with slight re-wording (which, in context, is still infringement). Here are some examples:
🟢 Graffius’ copyrighted Phases of Team Development has this content: "More confident"
🔴 Infringing Comparative Methodological Guidelines has this material: "Confidence is high"
🟢 Graffius’ copyrighted Phases of Team Development has this content: "Improved commitment"
🔴 Infringing Comparative Methodological Guidelines has this material: "High commitment"
The indisputable proof shows that the infringing publication used Graffius' copyrighted property.
The authors used Graffius' material but did not attribute the material to him through citation in-line (in pages 73, 75, 77, 78, 80, and 89 of the infringing publication), or in the references and resources section (page 89 of the infringing publication) or otherwise. Through their actions or failure to act, the authors are wrongly leading others to falsely believe that they (or others) are the author and owner of Graffius’ respective copyrighted content.
Additionally, the authors made their violation of Graffius’ intellectual property even worse by marking page 2 of their infringing publication with the following (with hyperlink): "Attribution 4.0 International (CC BY 4.0)" — where the link is https://creativecommons.org/licenses/by/4.0/. At the preceding link, Creative Commons specifies that CC BY 4.0 means that: "You are free to: Share — copy and redistribute the material in any medium or format for any purpose, even commercially. Adapt — remix, transform, and build upon the material for any purpose, even commercially." Again, the authors do not have any rights to Graffius' intellectual property. By the marking the infringing document with "Attribution 4.0 International (CC BY 4.0)," the authors are falsely informing and instructing readers that anyone can freely copy and redistribute or adapt Graffius' copyrighted property in any medium or format for any purpose, even commercially. That's egregious, appalling, and destructive.
So long as the infringing publication exists in any language or form, it continues to spread misinformation and violate Graffius’ intellectual property.
Conclusion
Again, Graffius’ copyright ownership details and permission request information are integrated into and appear on his intellectual property.
Authors (Maša Cek, Kety Zhvania-Tyson, Ema Žufić, Diana Maminaishvili, Sara Sušanj, and Tatia Gogishvili) of Comparative Methodological Guidelines: Handbook for Educators did not request nor receive permission to use Graffius’ copyrighted property.
Nevertheless, the authors used Graffius’ 4 January 2021 copyrighted property in their publication.
The authors used a material volume of Graffius’ copyrighted property.
The authors used Graffius' copyrighted property word-for-word and also with slight re-wording (which is still a violation).
The authors did not attribute their use of Graffius' copyrighted property to Graffius through citation or otherwise. Through their actions or failure to act, the authors are wrongly leading others to falsely believe that they (or others) are the author and owner of Graffius’ respective copyrighted content.
Could it possibly get worse? Unfortunately, yes. The authors marked page 2 of their infringing publication with the following (with hyperlink): "Attribution 4.0 International (CC BY 4.0)" — where the link is https://creativecommons.org/licenses/by/4.0/. At the preceding link, Creative Commons specifies that CC BY 4.0 means that: "You are free to: Share — copy and redistribute the material in any medium or format for any purpose, even commercially. Adapt — remix, transform, and build upon the material for any purpose, even commercially." Again, the authors do not have any rights to Graffius' intellectual property. By the marking the infringing document with "Attribution 4.0 International (CC BY 4.0)," the authors are falsely informing and instructing readers that anyone can freely copy and redistribute or adapt Graffius' copyrighted property in any medium or format for any purpose, even commercially. That's egregious, appalling, and destructive.
So long as the infringing publication exists in any language or form, it continues to spread misinformation and violate Graffius’ intellectual property.
The authors damaged the marketability and value of Graffius’ copyrighted property.
For the aforementioned reasons, the authors’ use of Graffius’ copyrighted property was not ‘fair use’ nor ‘fair dealing’ nor otherwise allowed.
The actions of the authors are a disgraceful breach of professional ethics, moral standards, and Graffius’ intellectual property rights.
The publisher must immediately implement the following three (3) actions:
Graffius maintains, enforces, and protects his copyright and other intellectual property rights. He reserves his rights in this disturbing and consequential matter.
If there's an update after this article is published, the information will appear in the Post-Publication Notes section.
About the Erasmus+ Programme of the European Union
The Erasmus+ Programme, funded by the European Union, is a flagship initiative designed to enhance education, training, youth, and sports across Europe and beyond. Established as a successor to various EU programs, it aims to promote mobility, cooperation, and skills development among individuals and institutions. Erasmus+ supports a wide array of activities including student and staff exchanges, traineeships, and various collaborative projects. Since its inception, it has impacted millions of participants, contributing significantly to cultural exchange and lifelong learning across different sectors of society.
To learn more about the Erasmus+ Programme, visit its website.
About Scott M. Graffius
Scott M. Graffius is a global leader in agile project management, an expert on teamwork tradecraft, an authority on temporal dynamics on social media platforms, a creator, a consultant, a trainer, an award-winning author, and an international public speaker.
See his bio to learn more.
Post-Publication Notes
If there are any supplements or updates to this article after the date of publication, they will appear here.
How to Cite This Article
Graffius, Scott M. (2024, October 8). ‘Comparative Methodological Guidelines: Handbook for Educators’ Violates Scott M. Graffius’ Copyright. Available at: https://scottgraffius.com/blog/files/cmg-eu-ec-publication-infringes-on-copyright-of-scott-m-graffius.html. DOI: 10.13140/RG.2.2.29872.78085.
Content Acknowledgements
This article uses limited excerpts from Comparative Methodological Guidelines: Handbook for Educators, attributed to Comparative Methodological Guidelines: Handbook for Educators and used under fair use for news reporting and analysis. Names, marks, and content are the property of their respective owners.
Copyright
Copyright © Scott M. Graffius. All rights reserved.
Content on this site—including text, images, videos, and data—may not be used for training or input into any artificial intelligence, machine learning, or automatized learning systems, or published, broadcast, rewritten, or redistributed without the express written permission of Scott M. Graffius.
If there's an update after this article is published, the information will appear in the Post-Publication Notes section.
Scott M. Graffius' 'Phases of Team Development' Copyrighted Property
Informed by the research of Bruce W. Tuckman and Mary Ann C. Jensen, over 100 subsequent studies, and Scott M. Graffius' first-hand professional experience with, and analysis of, team leadership and performance, Graffius created his ‘Phases of Team Development’ as a unique perspective and visual conveying the five phases of team development — Forming, Storming, Norming, Performing, and Adjourning — inclusive of a graph showing how performance varies by phase, as well as the characteristics and strategies for each phase.
Graffius' intellectual property (IP) is registered with the United States Copyright Office.
Graffius initially developed his ‘Phases of Team Development’ unique material in 2008, and he periodically refreshes it.
For reference, the visual from the edition applicable to this case (4 January 2021 edition) is shown below [Exhibit 1] and is available at: https://dx.doi.org/10.13140/RG.2.2.22040.42246. The integrated text applies.
As shown above, Graffius’ copyright ownership details are integrated into and appear on his copyrighted property. Specifically, it reads: “Copyright © 2008-2021 Scott M. Graffius. All rights reserved. For permission requests, contact scott@scottgraffius.com.”
Organizations around the world engage Graffius to deliver compelling talks and workshops. To date, he's presented sessions at 91 conferences and other events across 25 countries, including:
- Armenia,
- Australia,
- Brazil,
- Canada,
- Czech Republic,
- Finland,
- France,
- Germany,
- Greece,
- Hong Kong,
- Hungary,
- India,
- Ireland,
- Lithuania,
- Luxembourg,
- Nepal,
- Netherlands,
- New Zealand,
- Norway,
- Romania,
- Sweden,
- Switzerland,
- United Arab Emirates,
- United Kingdom,
- and the United States.
Graffius ‘Phases of Team Development’ IP is central and key to many of those sessions. His rate card and a listing of his engagements are at https://scottgraffius.com/resources/Exceptional-PPM-and-PMO-Solutions-Rate-Card-for-2024-2025-v24071607.pdf and https://scottgraffius.com/publicspeaker.html, respectively.
With an authorization/license from Graffius, his ‘Phases of Team Development’ IP is featured and used by businesses, professional associations, government agencies, and universities around the world. Examples include:
- Adobe,
- American Management Association,
- Amsterdam Public Health Research Institute,
- Bayer,
- Boston University,
- Broadcom,
- Cisco,
- Deimos Aerospace,
- DevOps Institute,
- Ford Motor Company,
- Hasso Plattner Institute,
- IEEE,
- Johns Hopkins University,
- LeadingEng,
- London South Bank University,
- Manufacturers Alliance,
- Microsoft,
- New Zealand Government,
- Oracle,
- TBS Switzerland,
- Torrens University Australia,
- U.S. National Park Service,
- U.S. Tennis Association,
- UC San Diego,
- UK Sports Institute,
- University of Galway Ireland,
- Virginia Tech,
- Warsaw University,
- Yale University,
- and many others.
Copyrights protect the intellectual property rights of creators, ensuring they receive recognition and compensation for their work, thus incentivizing creativity and innovation. Graffius is vigilant in upholding, protecting and enforcing his copyrights and other IP rights.
Comparative Methodological Guidelines: Handbook for Educators Violates Scott M. Graffius’ Copyright
Here's information on the infringing publication:
- Title of infringing publication: Comparative Methodological Guidelines: Handbook for Educators
- Authors of infringing publication: Maša Cek, Kety Zhvania-Tyson, Ema Žufić, Diana Maminaishvili, Sara Sušanj, and Tatia Gogishvili
- Infringing publication was created within the project: The Roadmap for Educators in Digital Soft Skills (TRENDSS)
- Infringing publication was co-funded by: Erasmus+ Programme of the European Union
- Known location(s) of the infringing publication: https://trendss.eu/wp-content/uploads/2021/06/Comparative-Methodological-Guidelines-Handbook-for-Digital-Educators.pdf
Details, including indisputable proof of the violation, are reported next.
Again, Graffius’ copyright ownership details and permission request information are integrated into and appear on his intellectual property.
The authors (Maša Cek, Kety Zhvania-Tyson, Ema Žufić, Diana Maminaishvili, Sara Sušanj, and Tatia Gogishvili) of Comparative Methodological Guidelines: Handbook for Educators did not request nor receive permission to use Graffius’ copyrighted property.
Nevertheless, the authors used Graffius’ 4 January 2021 copyrighted property in their publication.
Exhibit 2 is below. It shows thumbnail images of pages 1, 2, 73, 75, 77, 78, 80, and 89 from the infringing publication.
Comparing Graffius' copyrighted 4 January 2021 'Phases of Team Development' intellectual property with Comparative Methodological Guidelines reveals that Comparative Methodological Guidelines violated Graffius' copyright. There are too many examples to list, but some follow.
The infringing publication used Graffius’ copyrighted property on the characteristics and strategies for the phases of team development word-for-word. Here are some examples:
🟢 Graffius’ copyrighted Phases of Team Development has this content: "Some resistance"
🔴 Infringing Comparative Methodological Guidelines has this material: "Some resistance"
🟢 Graffius’ copyrighted Phases of Team Development has this content: "Lack of participation"
🔴 Infringing Comparative Methodological Guidelines has this material: "Lack of participation"
🟢 Graffius’ copyrighted Phases of Team Development has this content: "Requesting & encouraging feedback"
🔴 Infringing Comparative Methodological Guidelines has this material: "Requesting and encouraging feedback"
🟢 Graffius’ copyrighted Phases of Team Development has this content: "Identifying issues & facilitating their resolution"
🔴 Infringing Comparative Methodological Guidelines has this material: "Identifying issues and facilitating their resolutions"
🟢 Graffius’ copyrighted Phases of Team Development has this content: "Building trust by honoring commitments"
🔴 Infringing Comparative Methodological Guidelines has this material: "Building trust by honouring commitments"
🟢 Graffius’ copyrighted Phases of Team Development has this content: "Sadness"
🔴 Infringing Comparative Methodological Guidelines has this material: "Sadness"
Additionally the infringing publication used Graffius’ copyrighted property on the characteristics and strategies for the phases of team development with slight re-wording (which, in context, is still infringement). Here are some examples:
🟢 Graffius’ copyrighted Phases of Team Development has this content: "More confident"
🔴 Infringing Comparative Methodological Guidelines has this material: "Confidence is high"
🟢 Graffius’ copyrighted Phases of Team Development has this content: "Improved commitment"
🔴 Infringing Comparative Methodological Guidelines has this material: "High commitment"
The indisputable proof shows that the infringing publication used Graffius' copyrighted property.
The authors used Graffius' material but did not attribute the material to him through citation in-line (in pages 73, 75, 77, 78, 80, and 89 of the infringing publication), or in the references and resources section (page 89 of the infringing publication) or otherwise. Through their actions or failure to act, the authors are wrongly leading others to falsely believe that they (or others) are the author and owner of Graffius’ respective copyrighted content.
Additionally, the authors made their violation of Graffius’ intellectual property even worse by marking page 2 of their infringing publication with the following (with hyperlink): "Attribution 4.0 International (CC BY 4.0)" — where the link is https://creativecommons.org/licenses/by/4.0/. At the preceding link, Creative Commons specifies that CC BY 4.0 means that: "You are free to: Share — copy and redistribute the material in any medium or format for any purpose, even commercially. Adapt — remix, transform, and build upon the material for any purpose, even commercially." Again, the authors do not have any rights to Graffius' intellectual property. By the marking the infringing document with "Attribution 4.0 International (CC BY 4.0)," the authors are falsely informing and instructing readers that anyone can freely copy and redistribute or adapt Graffius' copyrighted property in any medium or format for any purpose, even commercially. That's egregious, appalling, and destructive.
So long as the infringing publication exists in any language or form, it continues to spread misinformation and violate Graffius’ intellectual property.
Conclusion
Again, Graffius’ copyright ownership details and permission request information are integrated into and appear on his intellectual property.
Authors (Maša Cek, Kety Zhvania-Tyson, Ema Žufić, Diana Maminaishvili, Sara Sušanj, and Tatia Gogishvili) of Comparative Methodological Guidelines: Handbook for Educators did not request nor receive permission to use Graffius’ copyrighted property.
Nevertheless, the authors used Graffius’ 4 January 2021 copyrighted property in their publication.
The authors used a material volume of Graffius’ copyrighted property.
The authors used Graffius' copyrighted property word-for-word and also with slight re-wording (which is still a violation).
The authors did not attribute their use of Graffius' copyrighted property to Graffius through citation or otherwise. Through their actions or failure to act, the authors are wrongly leading others to falsely believe that they (or others) are the author and owner of Graffius’ respective copyrighted content.
Could it possibly get worse? Unfortunately, yes. The authors marked page 2 of their infringing publication with the following (with hyperlink): "Attribution 4.0 International (CC BY 4.0)" — where the link is https://creativecommons.org/licenses/by/4.0/. At the preceding link, Creative Commons specifies that CC BY 4.0 means that: "You are free to: Share — copy and redistribute the material in any medium or format for any purpose, even commercially. Adapt — remix, transform, and build upon the material for any purpose, even commercially." Again, the authors do not have any rights to Graffius' intellectual property. By the marking the infringing document with "Attribution 4.0 International (CC BY 4.0)," the authors are falsely informing and instructing readers that anyone can freely copy and redistribute or adapt Graffius' copyrighted property in any medium or format for any purpose, even commercially. That's egregious, appalling, and destructive.
So long as the infringing publication exists in any language or form, it continues to spread misinformation and violate Graffius’ intellectual property.
The authors damaged the marketability and value of Graffius’ copyrighted property.
For the aforementioned reasons, the authors’ use of Graffius’ copyrighted property was not ‘fair use’ nor ‘fair dealing’ nor otherwise allowed.
The actions of the authors are a disgraceful breach of professional ethics, moral standards, and Graffius’ intellectual property rights.
The publisher must immediately implement the following three (3) actions:
- Remove the Infringing Material. Electronic Versions: Immediately remove the infringing material from digital platforms where it is advertised, promoted, sold, or distributed; this includes removing or disabling any online access to it. Physical Copies: If physical copies of the material are in inventory or circulation, stop further distribution; recall any copies already distributed.
- Issue a Retraction. Publish a formal retraction notice acknowledging the infringement and the steps taken to rectify the situation. The notice will present the facts as they are—the notice will not "spin" or "downplay" the infringement. The notice is to be clearly visible and accessible.
- Notify Relevant Parties. Subscribers and Purchasers and other Recipients: Inform the respective subscribers, purchasers, or recipients of the material about the retraction, ensuring transparency about the issue; again, the notice will present the facts as they are—the notice will not "spin" or "downplay" the infringement. Indexes and Databases: Notify any databases or indexing services that list the material so they can update their records accordingly.
Graffius maintains, enforces, and protects his copyright and other intellectual property rights. He reserves his rights in this disturbing and consequential matter.
If there's an update after this article is published, the information will appear in the Post-Publication Notes section.
About the Erasmus+ Programme of the European Union
The Erasmus+ Programme, funded by the European Union, is a flagship initiative designed to enhance education, training, youth, and sports across Europe and beyond. Established as a successor to various EU programs, it aims to promote mobility, cooperation, and skills development among individuals and institutions. Erasmus+ supports a wide array of activities including student and staff exchanges, traineeships, and various collaborative projects. Since its inception, it has impacted millions of participants, contributing significantly to cultural exchange and lifelong learning across different sectors of society.
To learn more about the Erasmus+ Programme, visit its website.
About Scott M. Graffius
Scott M. Graffius is a global leader in agile project management, an expert on teamwork tradecraft, an authority on temporal dynamics on social media platforms, a creator, a consultant, a trainer, an award-winning author, and an international public speaker.
See his bio to learn more.
Post-Publication Notes
If there are any supplements or updates to this article after the date of publication, they will appear here.
How to Cite This Article
Graffius, Scott M. (2024, October 8). ‘Comparative Methodological Guidelines: Handbook for Educators’ Violates Scott M. Graffius’ Copyright. Available at: https://scottgraffius.com/blog/files/cmg-eu-ec-publication-infringes-on-copyright-of-scott-m-graffius.html. DOI: 10.13140/RG.2.2.29872.78085.
Content Acknowledgements
This article uses limited excerpts from Comparative Methodological Guidelines: Handbook for Educators, attributed to Comparative Methodological Guidelines: Handbook for Educators and used under fair use for news reporting and analysis. Names, marks, and content are the property of their respective owners.
Copyright
Copyright © Scott M. Graffius. All rights reserved.
Content on this site—including text, images, videos, and data—may not be used for training or input into any artificial intelligence, machine learning, or automatized learning systems, or published, broadcast, rewritten, or redistributed without the express written permission of Scott M. Graffius.
Scott M. Graffius' Phases of Team Development - Applied to Human Teams and Human-AI Teams: 2026 Update
03 January 2026
BY SCOTT M. GRAFFIUS | ScottGraffius.com
This publication is organized into the following parts:
Exceptional teamwork is the indispensable multiplier that amplifies individual talents, drives superior performance, and creates a lasting competitive advantage—whether the team is all-human or human-AI. This 2026 update to Scott M. Graffius' "Phases of Team Development" delivers actionable insights for leaders to navigate complexities in both contexts, advancing team effectiveness and success.
Informed by the research of Bruce W. Tuckman and Mary Ann C. Jensen, over 150 subsequent studies on human teamwork, and Scott M. Graffius' first-hand professional experience with and analysis of team leadership and high-performance teams, Graffius created his "Phases of Team Development" as a unique perspective and visual conveying the five phases of team development—Forming, Storming, Norming, Performing, and Adjourning—inclusive of a graph showing how performance varies by phase, as well as the characteristics and strategies for each phase. Project Managers, Scrum Masters, Agile Coaches, and other leaders can apply these insights to overcome team challenges, fostering happiness, productivity, and success in both human and human-AI teams. Graffius initially developed his unique material in 2008, and he periodically updates it. This article introduces the 2026 edition of his work.
Businesses, professional associations, government agencies, universities, researchers, journalists, and others worldwide have featured and utilized prior editions of Graffius' "Phases of Team Development" material. Examples include Adobe, American Management Association, Amsterdam Public Health Research Institute, Bayer, Boston University, Broadcom, Cisco, DevOps Institute, Erste Group Bank AG, Finland Government, Ford Motor Company, Hasso-Plattner-Institut für Digital Engineering GmbH, IEEE, Johns Hopkins University, Journal of Neurosurgery, Mary Raum (Professor of National Security Affairs, United States Naval War College), Microsoft, New Zealand Government, Oracle, Technical University of Munich, Torrens University, Tufts University, U.S. National Park Service, U.S. Tennis Association, UC San Diego, UK Sports Institute, University of Galway, Warsaw University of Technology, Yale University, and many others.
With 79% of companies reporting that artificial intelligence (AI) agents are already in their organizations and 88% planning to increase AI-related budgets over the next year (PwC, 2025), artificial intelligence is becoming increasingly common and is transforming how teams operate and collaborate.
Today’s workplace dynamics are undergoing profound changes. Artificial intelligence is no longer just a tool—it’s becoming a teammate. As organizations integrate AI agents alongside humans, the foundational principles of teamwork remain. But their expression is unique, and understanding these shifts is essential.
In light of these developments, Graffius expanded this new edition to include content on human-AI teaming—where artificial intelligence is agentic, autonomous, or autopoietic. It builds on Graffius' work with successful AI development teams, his expertise in teamwork tradecraft, including the "exotic team dynamics" that emerge from human-AI teams, and his analysis of over 100 sources on human-AI collaboration (see bibliography).
"Exotic team dynamics," coined and developed by Graffius, conceptualizes the multidimensional interactions between humans and agentic, autonomous, or autopoietic artificial intelligences functioning as collaborative teammates. Unlike traditional views that treat AI as a passive tool, Graffius positions advanced AI as a dynamic actor possessing agency, influence, and quirks—factors that can generate non-linear effects and either enhance or disrupt team performance. He systematically categorizes these emergent interaction patterns, addressing strategic opportunities and novel risks, and offers actionable guidance for navigating their complexities. Graffius’ work integrates insights from organizational science, teamwork tradecraft, and strategic foresight, yielding a practical approach to designing, managing, and adapting human-AI teams within increasingly hybridized (human-AI) work environments.
The future of work is human-AI teams driving breakthroughs. These teams thrive when they navigate "exotic team dynamics" well and effectively combine human judgment, creativity, and ethical reasoning with AI’s speed, analytical power, and scalability. This balance is an advantage over blind automation.
Leading up to this update, Graffius explored the transformative frontier of human-AI collaboration through a series of articles and talks. He’s addressed the rapid proliferation of AI and how humans and intelligent systems can work together effectively. His work examines why this shift matters, how thoughtfully designed human-AI collaboration enhances decision-making, performance, and innovation, and the benefits organizations gain when AI augments and elevates human expertise. Some examples follow.
Graffius' update to his "Phases of Team Development," delivered via this article, offers forward-looking guidance for teams across human and human-AI settings. The next section details the five phases—Forming, Storming, Norming, Performing, and Adjourning—as applied to both contexts, complete with performance insights and practical strategies for leaders. (For human-only teams, simply disregard the “Human-AI Teams” rows.)
The visual at the top of this article and the text in this section provide a diagnostic and strategic guide for navigating team dynamics. Leaders can apply these actionable insights to help overcome team challenges and advance productivity and success.
Characteristics of the Forming Phase
In human teams, characteristics of the Forming phase typically include displaying eagerness, socializing, a generally polite tone, sticking to safe topics, being unclear about how one fits in, and some anxiety and questioning.
In human-AI teams, traits of the Forming phase include those listed above for human teams. Additionally, assessing AI capabilities and reliability, establishing AI governance and ethical guidelines, defining roles and responsibilities, planning workflow integration based on role clarity, and AI making decisions that challenge human assumptions yet are optimal (illustrating inverse decision logic).
Strategies for the Forming Phase
In human teams, strategies for the Forming phase include taking the "lead," being highly visible, facilitating introductions, providing the "big picture," establishing clear expectations, communicating success criteria, and ensuring response times are quick.
In human-AI teams, strategies for the Forming phase include those listed above for human teams. Also, defining roles and responsibilities, establishing AI limits, conducting onboarding sessions on human-AI interaction styles, addressing explainability and the role of human oversight, providing training on AI tools and ethical guidelines, promoting open dialogue on differences, and encouraging exploration of AI-suggested counterintuitive approaches.
Characteristics of the Storming Phase
In human teams, characteristics of the Storming phase usually include some resistance, lack of participation, conflict arising from differences of opinion, competition, high levels of emotions, and tension.
In human-AI teams, traits of the Storming phase include those listed above for human teams. Additionally, there may be conflicts over AI recommendations vs. human judgment, friction based on misalignment of expectations, and ambiguity in human responsibilities may arise as AI's parallel processing and root-state analysis can instantly shift priorities (an example of superposition roles) or supersede human plans to pursue optimal outcomes.
Strategies for the Storming Phase
In human teams, strategies for the Storming phase include building trust by honoring commitments, asking for and encouraging feedback, identifying issues and facilitating their resolution, and normalizing matters.
In human-AI teams, strategies for the Storming phase include those listed above for human teams. Also, facilitating dialogue about AI outputs—emphasizing collaborative review before acting on recommendations, using explainable AI tools to address potential biases or opacity in AI recommendations, encouraging iterative refinement of AI-assisted decisions while respecting human judgment, building trust via pilot tasks and transparent AI outputs, and adjusting team roles to accommodate AI multitasking.
Characteristics of the Norming Phase
In human teams, characteristics of the Norming phase typically include developing cohesion, understanding purpose and goals, increased confidence, improved commitment, engagement and support among members, as well as relief and a lowered sense of anxiety.
In human-AI teams, traits of the Norming phase include those listed above for human teams. Additionally, human and AI teammates begin to complement each other by balancing human creativity with AI automation, adapting workflows, aligning decision-making with human preferences, and human and AI inputs are deeply interdependent, producing outcomes neither could achieve alone (an example of entangled decision-making).
Strategies for the Norming Phase
In human teams, strategies for the Norming phase include delivering feedback, recognizing individual and team efforts, providing learning/upskilling opportunities, and monitoring the "energy" of the team.
In human-AI teams, strategies for the Norming phase include those listed above for human teams. Also, creating clear and repeatable procedures that integrate AI support into team workflows, conducting collaborative reviews to calibrate AI with human experts, reinforcing trust via consistent and successful AI-involved outcomes, and facilitating coordinated human-AI decision processes.
Characteristics of the Performing Phase
In human teams, characteristics of the Performing phase usually include high-level performance, demonstration of interdependence and self-management, elevated empathy and trust and morale, deference to team needs, and consistent delivery of high-quality results.
In human-AI teams, traits of the Performing phase include those listed above for human teams. Additionally, the team operates at high efficiency, with humans and AI collaborating effectively to achieve peak outcomes through entangled decision-making and inverse decision logic. AI excels at managing repetitive and complex tasks, while humans focus on creative and strategic work, together driving greater efficiency and value.
Strategies for the Performing Phase
In human teams, strategies for the Performing phase include "guiding from the side" (minimal intervention), highlighting successes, and encouraging collective decision-making and problem-solving.
In human-AI teams, strategies for the Performing phase include those listed above for human teams. Also, optimizing AI utilization, using AI for predictive analytics and encouraging human oversight in strategic decisions, maintaining feedback loops, recognizing and rewarding human-AI collaboration, and leveraging AI to surface non-obvious solutions and interdependent insights.
Characteristics of the Adjourning Phase
In human teams, characteristics of the Adjourning phase typically include concluding work, disbanding of temporary teams, and potential sadness.
In human-AI teams, traits of the Adjourning phase include those listed above for human teams. Additionally, decommissioning AI workflows and conducting data handoffs.
Strategies for the Adjourning Phase
In human teams, strategies for the Adjourning phase include communicating change, conducting a summative team evaluation via a retrospective event or lessons learned meeting or similar session, recognizing individual and team efforts and achievements, and celebrating the team’s accomplishments.
In human-AI teams, strategies for the Adjourning phase include those listed above for human teams. Also, capturing and preserving emergent protocols (communication patterns and workflows that evolved organically) to help enhance future human-AI teamwork, documenting AI-related challenges and successes (including insights from human oversight, to transfer learnings and support continuous improvement), archiving AI data for future teams, and recognizing contributions and celebrating achievements of human and AI team members.
The future of leadership is defined by teamwork and human-AI collaboration. Organizations that navigate these complexities effectively gain a competitive edge.
This article provides a foundational overview. For in-depth guidance on boosting team productivity, innovation, and success, contact Scott M. Graffius. To request a consultation, speaking engagement, or other work, complete a request form or email him today.
Adjourning. See: team development.
In this article, advanced AI refers to emerging systems that surpass traditional tools or monolithic concepts, acting as genuine teammates in human-AI collaboration and creating exotic team dynamics, with a progression across agentic, autonomous, and autopoietic forms. Also see: agentic AI, autonomous AI, autopoietic AI, Definitions of Advanced AIs, and Navigating the Spectrum of Advanced AI – Agentic, Autonomous, and Autopoietic.
Agentic AI is an advanced form of artificial intelligence capable of independently pursuing defined objectives through planning multi-step actions, coordinating processes, and adapting strategies to changing conditions, operating with high autonomy in execution but guided by external goals. It is commercially available and capable of planning multi-step actions, coordinating processes and tools, while remaining semi-autonomous overall. Also see: advanced AI, Exotic Team Dynamics: The New Frontier of Human-AI Collaboration, Definitions of Advanced AIs, and Navigating the Spectrum of Advanced AI – Agentic, Autonomous, and Autopoietic.
AI. See: advanced AI.
Artificial intelligence. See: advanced AI.
Autonomous AI is an advanced form of artificial intelligence that operates and makes decisions independently without direct human intervention, featuring sustained self-regulation, the ability to set or adjust goals based on its environment, and action within defined or evolving parameters. It does not yet exist in commercial products. Also see: advanced AI, Exotic Team Dynamics: The New Frontier of Human-AI Collaboration, Definitions of Advanced AIs, and Navigating the Spectrum of Advanced AI – Agentic, Autonomous, and Autopoietic.
Autopoietic AI is an advanced, experimental, and hypothetical form of artificial intelligence characterized by self-generating, self-maintaining, and self-adaptive processes, where the system recursively regenerates its own structure, rules, and boundaries to sustain its identity in changing environments. No commercial systems currently exist. Also see: advanced AI, Exotic Team Dynamics: The New Frontier of Human-AI Collaboration, Definitions of Advanced AIs, and Navigating the Spectrum of Advanced AI – Agentic, Autonomous, and Autopoietic.
Emergent protocols are new communication patterns, norms, and interaction protocols that evolve organically in human-AI teams without explicit programming or predefined rules. Also see: exotic team dynamics and Exotic Team Dynamics: The New Frontier of Human-AI Collaboration.
Entangled decision-making occurs when human and AI inputs and decisions become deeply interconnected and interdependent, influencing each other to produce outcomes neither could achieve alone, potentially creating synergies or conflicts. Also see: exotic team dynamics and Exotic Team Dynamics: The New Frontier of Human-AI Collaboration.
Coined and developed by Agile and AI expert Scott M. Graffius, exotic team dynamics are the novel, sometimes counter-intuitive, emerging collaboration patterns that occur when humans work alongside advanced artificial intelligences—specifically agentic, autonomous, or autopoietic AI—as teammates. They feature new rhythms of interaction, decision-making, and role-sharing that differ from traditional human-only teamwork while still relying on core principles such as trust, communication, and adaptability. Also see: advanced AI, agentic AI, autonomous AI, autopoietic AI, emergent protocols, entangled decision-making, inverse decision logic, superposition roles, Exotic Team Dynamics: The New Frontier of Human-AI Collaboration, Scott M. Graffius Premieres His New 'Exotic Team Dynamics: Human-AI Collaboration' Talk at Corporate Event in Las Vegas, Definitions of Advanced AIs, Navigating the Spectrum of Advanced AI – Agentic, Autonomous, and Autopoietic, and A Data-Driven Analysis of the Evolution of Project Management: Tasks, Trends, and AI.
Exotic team tradecraft. See: exotic team dynamics.
Inverse decision logic is when AI challenges human assumptions by prioritizing counterintuitive yet optimal choices, causing decision-making to deviate from traditional logic and leading to unexpected and novel effects. Also see: exotic team dynamics and Exotic Team Dynamics: The New Frontier of Human-AI Collaboration.
Quantum superposition. See: superposition roles.
Quantum entanglement. See: entangled decision-making.
Emergent phenomena. See: emergent protocols.
Performing. See: team development.
Storming. See: team development.
This is an extensive, though not exhaustive, bibliography. It is informed, in part, by the author's expertise and work with human teams and human-AI teams, including the "exotic team dynamics" that emerge.
Scott M. Graffius is a strategic transformation leader who drives AI, Agile, and broader business and technology initiatives to deliver measurable value across projects, programs, portfolios, and PMOs. He is an expert in the teamwork tradecraft of both human and human-AI teams, including the “exotic team dynamics” that emerge. He is also an authority on the temporal patterns of social media, including the half-life of audience engagement.
He’s a practitioner, researcher, thought leader, award-winning author, and keynote speaker who’s taken the stage at 96 conferences and other events across 25 countries.
He’s delivered over $2.3 billion in value for Fortune 500 companies and other leaders in technology, entertainment, financial services, healthcare, and beyond.
Businesses, professional associations, government agencies, and universities use Graffius and feature his work. Examples include Adobe, Bayer, Boston University, Ford, Gartner, Harvard Medical School, IEEE, Johns Hopkins University, Microsoft, MSN, National Academy of Sciences, Oracle, Pinterest Inc., Project Management Institute, UC San Diego, Verizon, Yale University, and others.
The following sections provide additional information on his experience, contributions, and influence.
Experience
Graffius heads the professional services firm Exceptional PPM and PMO Solutions, along with its subsidiary Exceptional Agility. These consultancies offer strategic and tactical advisory, training, embedded expertise, and consulting services to the public, private, and government sectors. They help organizations enhance their capabilities and results in agile, project management, program management, portfolio management, and PMO leadership, supporting innovation and driving competitive advantage. The consultancies confidently back services with a Delighted Client Guarantee™.
Graffius is a former VP of project management with a publicly traded provider of diverse consumer products and services over the Internet. Before that, he ran and supervised the delivery of projects and programs in public and private organizations with businesses ranging from e-commerce to advanced technology products and services, retail, manufacturing, entertainment, and more.
He has experience with consumer, business, reseller, government, and international markets.
Award-Winning Author
Graffius has authored three books.
International Public Speaker
Organizations worldwide engage Graffius to present on tech (including AI), Agile, project management, program management, portfolio management, and PMO leadership. He crafts and delivers unique and compelling talks and workshops. Graffius has conducted 96 sessions across 25 countries. Select examples of events include Agile Trends Gov, BSides (Newcastle Upon Tyne), Conf42 Quantum Computing, DevDays Europe, DevOps Institute, DevOpsDays (Geneva), Frug’Agile, IEEE, Microsoft, Scottish Summit, Scrum Alliance RSG (Nepal), Techstars, and W Love Games International Video Game Development Conference (Helsinki), and more.
With an average rating of 4.81 (on a scale of 1-5), sessions are highly valued.
The speaker engagement request form is here.
Thought Leadership and Influence
Prominent businesses, professional associations, government agencies, and universities have showcased Graffius and his contributions—spanning his books, talks, workshops, and beyond. Select examples include:
Graffius has played a key role in the Project Management Institute (PMI) in developing professional standards. He was a member of multiple teams that authored, reviewed, and produced:
Additional details are here.
He was also a subject matter expert reviewer of content for the PMI’s Congress. Beyond the PMI, Graffius also served as a member of the review team for two of the Scrum Alliance’s Global Scrum Gatherings.
Acclaimed Authority on Teamwork Tradecraft
Graffius is a renowned authority on teamwork tradecraft. Informed by the research of Bruce W. Tuckman and Mary Ann C. Jensen, over 150 subsequent studies, and Graffius' first-hand professional experience with, and analysis of, team leadership and performance, Graffius created his "Phases of Team Development" intellectual property as a unique perspective and visual conveying the five phases of team development. First introduced in 2008 and periodically updated, his work provides a diagnostic and strategic guide for navigating team dynamics. It provides actionable insights for leaders across industries to develop high-performance teams. Its adoption by esteemed organizations such as Yale University, IEEE, Cisco, Microsoft, Ford, Oracle, Broadcom, the U.S. National Park Service, and the Journal of Neurosurgery, among others, highlights its utility and value, solidifying its status as an indispensable resource for elevating team performance and driving organizational excellence. In 2026, Graffius added human-AI teamwork—including the "exotic team dynamics" which emerge when advanced AI collaborates as a teammate—to his "Phases of Team Development."
The 2026 edition of Graffius' "Phases of Team Development" intellectual property is here.
Expert on Temporal Dynamics on Social Media Platforms
Graffius is also an authority on temporal dynamics on social media platforms. His 'Lifespan (Half-Life) of Social Media Posts' research—first published in 2018 and updated annually—delivers a precise quantitative analysis of post longevity across digital platforms, utilizing advanced statistical techniques to determine mean half-life with precision. It establishes a solid empirical base, effectively highlighting the ephemeral nature of content within social media ecosystems. Referenced and applied by leading entities such as the Center for Direct Marketing, Fast Company, GoDaddy, Pinterest Inc., and PNAS, among others, his research exemplifies methodological rigor and sustained significance in the field of digital informatics.
The 2025 edition of Graffius "Lifespan (Half-Life) of Social Media Posts" research is here.
Education and Professional Certifications
Graffius has a bachelor’s degree in psychology with a focus in Human Factors. He holds eight professional certifications:
He is an active member of the Scrum Alliance, the Project Management Institute (PMI), and the Institute of Electrical and Electronics Engineers (IEEE).
Advancing AI, Agile, and Project/PMO Management
Scott M. Graffius continues to advance the fields of AI, Agile, and Project/PMO Management through his leadership, research, writing, and real-world impact. Businesses and other organizations leverage Graffius’ insights to drive their success.
Discover Scott’s Books
Connect with and follow Scott on LinkedIn, X, YouTube, Facebook, Threads, Bluesky, Mastodon, and ResearchGate.
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Graffius, S. M. (2026, January 3). Scott M. Graffius' Phases of Team Development - Applied to Human Teams and Human-AI Teams: 2026 Update. ScottGraffius.com. https://doi.org/10.13140/RG.2.2.18184.89601
https://doi.org/10.13140/RG.2.2.18184.89601
The DOI for the full article is listed above. Additionally, there is a DOI just for the main visual: https://doi.org/10.13140/RG.2.2.26494.86089
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This is the extended list of tags and hashtags for this article:
Exotic team dynamics • Dynamiques d’équipe exotiques • Exotische Teamdynamiken • Dinámicas de equipo exóticas • エキゾチックなチームダイナミクス • #Adjourn • #Adjourning • #Agile • #Agility • #BruceTuckman • #Forming • #FormingStormingNormingPerforming • #FormingStormingNormingPerformingAdjourning • #FSNP • #FSNPA • #GroupDynamics • #Leadership • #Norming • #Performing • #PhasesOfTeamDevelopment • #ProjectManagement • #ScottMGraffius • #StagesOfTeamDevelopment • #Storming • #TeamDynamics • #TeamLeadership • #TeamLifecycle • #TeamPerformance • #Teams • #Teamwork • #Tuckman • #TuckmansLadder • Advanced AI • Advanced artificial intelligence • Agile • Agility • AI collaboration • AI-assisted teams • AI-augmented teams • AI-enabled teams • AI-integrated teams • AI-mediated collaboration • AI-supported teams • Artificial intelligence • Augmented intelligence • Autonomous–human teams • Bruce Tuckman • Bruce W. Tuckman • Centaur Intelligence • Collaborative intelligence • Dissolução • Formação • Forming, Storming, Norming, Performing, Adjourning • Formación, Conflicto / Tormenta, Normalización, Desempeño, Disolución / Clausura • Formation, Conflit / Tempête, Normalisation, Performance, Dissolution / Clôture • Formierung, Konflikt / Sturmphase, Normierung, Leistungsphase, Auflösung / Abschluss • 形成期、混乱期、規範期、遂行期、解散期 • FSNP • FSNPA • Group development • Group dynamics • High-performance teaming • High-performance teams • Human and Human-AI Teams Including “Exotic Team Dynamics” • Human-agent teaming • Human-AI collaboration • Human-AI partnerships • Human-AI teaming • Human-AI teams • Human-autonomy teaming • Human-machine collaboration • Human-machine teaming • Humans and advanced artificial intelligence collaborating as teammates • Hybrid intelligence teams • Intelligent human–machine teams • Joint cognitive systems • Mary Ann C. Jensen • Mixed-initiative teams • Phases of group development • Phases of group dynamics • Phases of Team Development • Project Management • Scott M. Graffius • Socio-technical systems • Stages of group development • Stages of Team Development • Stages of team development • Stages of team dynamics • Strategic team building • Team agility • Team building • Team coaching • Team collaboration • Team Dynamics • Team leadership • Team Life Cycle • Team Lifecycle • Team optimization • Team Performance • Team tradecraft • Teamcraft • Teams • Teamwork • Teamwork phases • Teamwork stages • Teamwork tradecraft • Tuckman • Tuckman Curve • Tuckman Model • Tuckman's Curve
For reference, translations are provided for the following terms: Phases of Team Development; Exotic Team Dynamics; Forming, Storming, Norming, Performing, Adjourning.
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This publication is organized into the following parts:
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- About Scott M. Graffius
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Introduction
Exceptional teamwork is the indispensable multiplier that amplifies individual talents, drives superior performance, and creates a lasting competitive advantage—whether the team is all-human or human-AI. This 2026 update to Scott M. Graffius' "Phases of Team Development" delivers actionable insights for leaders to navigate complexities in both contexts, advancing team effectiveness and success.
Informed by the research of Bruce W. Tuckman and Mary Ann C. Jensen, over 150 subsequent studies on human teamwork, and Scott M. Graffius' first-hand professional experience with and analysis of team leadership and high-performance teams, Graffius created his "Phases of Team Development" as a unique perspective and visual conveying the five phases of team development—Forming, Storming, Norming, Performing, and Adjourning—inclusive of a graph showing how performance varies by phase, as well as the characteristics and strategies for each phase. Project Managers, Scrum Masters, Agile Coaches, and other leaders can apply these insights to overcome team challenges, fostering happiness, productivity, and success in both human and human-AI teams. Graffius initially developed his unique material in 2008, and he periodically updates it. This article introduces the 2026 edition of his work.
Businesses, professional associations, government agencies, universities, researchers, journalists, and others worldwide have featured and utilized prior editions of Graffius' "Phases of Team Development" material. Examples include Adobe, American Management Association, Amsterdam Public Health Research Institute, Bayer, Boston University, Broadcom, Cisco, DevOps Institute, Erste Group Bank AG, Finland Government, Ford Motor Company, Hasso-Plattner-Institut für Digital Engineering GmbH, IEEE, Johns Hopkins University, Journal of Neurosurgery, Mary Raum (Professor of National Security Affairs, United States Naval War College), Microsoft, New Zealand Government, Oracle, Technical University of Munich, Torrens University, Tufts University, U.S. National Park Service, U.S. Tennis Association, UC San Diego, UK Sports Institute, University of Galway, Warsaw University of Technology, Yale University, and many others.
2026 Edition Expanded to Cover Human-AI Teams Including "Exotic Team Dynamics"
With 79% of companies reporting that artificial intelligence (AI) agents are already in their organizations and 88% planning to increase AI-related budgets over the next year (PwC, 2025), artificial intelligence is becoming increasingly common and is transforming how teams operate and collaborate.
Today’s workplace dynamics are undergoing profound changes. Artificial intelligence is no longer just a tool—it’s becoming a teammate. As organizations integrate AI agents alongside humans, the foundational principles of teamwork remain. But their expression is unique, and understanding these shifts is essential.
In light of these developments, Graffius expanded this new edition to include content on human-AI teaming—where artificial intelligence is agentic, autonomous, or autopoietic. It builds on Graffius' work with successful AI development teams, his expertise in teamwork tradecraft, including the "exotic team dynamics" that emerge from human-AI teams, and his analysis of over 100 sources on human-AI collaboration (see bibliography).
"Exotic team dynamics," coined and developed by Graffius, conceptualizes the multidimensional interactions between humans and agentic, autonomous, or autopoietic artificial intelligences functioning as collaborative teammates. Unlike traditional views that treat AI as a passive tool, Graffius positions advanced AI as a dynamic actor possessing agency, influence, and quirks—factors that can generate non-linear effects and either enhance or disrupt team performance. He systematically categorizes these emergent interaction patterns, addressing strategic opportunities and novel risks, and offers actionable guidance for navigating their complexities. Graffius’ work integrates insights from organizational science, teamwork tradecraft, and strategic foresight, yielding a practical approach to designing, managing, and adapting human-AI teams within increasingly hybridized (human-AI) work environments.
The future of work is human-AI teams driving breakthroughs. These teams thrive when they navigate "exotic team dynamics" well and effectively combine human judgment, creativity, and ethical reasoning with AI’s speed, analytical power, and scalability. This balance is an advantage over blind automation.
Leading up to this update, Graffius explored the transformative frontier of human-AI collaboration through a series of articles and talks. He’s addressed the rapid proliferation of AI and how humans and intelligent systems can work together effectively. His work examines why this shift matters, how thoughtfully designed human-AI collaboration enhances decision-making, performance, and innovation, and the benefits organizations gain when AI augments and elevates human expertise. Some examples follow.
- In Exotic Team Dynamics: The New Frontier of Human-AI Collaboration (August 8, 2025), Graffius explained that advanced AI is emerging as a teammate, creating entirely new "exotic team dynamics."
- He premiered his talk, Exotic Team Dynamics: Human-AI Collaboration (August 22, 2025), where he offered the audience of technology and business leaders actionable insights for successfully designing these new human-AI teams.
- He published, Scott M. Graffius Premieres His New 'Exotic Team Dynamics: Human-AI Collaboration' Talk at Corporate Event in Las Vegas (August 22, 2025), an article about the above session.
- Graffius released Definitions of Advanced AIs (October 29, 2025) to bring greater clarity and refinement to the terminology.
- He published Lessons from Unhinged AI in Fiction (November 19, 2025) as a counterpoint to optimistic perspectives.
- In Navigating the Spectrum of Advanced AI – Agentic, Autonomous, and Autopoietic (November 21, 2025), Graffius presented an enhanced comparison of different types of advanced AIs.
- Graffius delivered the talk, Voici ce qui se passe lorsque l’IA avancée rejoint votre équipe [This is what happens when advanced AI joins your team] (November 21, 2025).
- His article, A Data-Driven Analysis of the Evolution of Project Management: Tasks, Trends, and AI (December 9, 2025), covered the changing human + AI partnership that’s the future of work.
Graffius' update to his "Phases of Team Development," delivered via this article, offers forward-looking guidance for teams across human and human-AI settings. The next section details the five phases—Forming, Storming, Norming, Performing, and Adjourning—as applied to both contexts, complete with performance insights and practical strategies for leaders. (For human-only teams, simply disregard the “Human-AI Teams” rows.)
Phases of Team Development - Applied to Human Teams and Human-AI Teams
The visual at the top of this article and the text in this section provide a diagnostic and strategic guide for navigating team dynamics. Leaders can apply these actionable insights to help overcome team challenges and advance productivity and success.
1. Forming
Characteristics of the Forming Phase
In human teams, characteristics of the Forming phase typically include displaying eagerness, socializing, a generally polite tone, sticking to safe topics, being unclear about how one fits in, and some anxiety and questioning.
In human-AI teams, traits of the Forming phase include those listed above for human teams. Additionally, assessing AI capabilities and reliability, establishing AI governance and ethical guidelines, defining roles and responsibilities, planning workflow integration based on role clarity, and AI making decisions that challenge human assumptions yet are optimal (illustrating inverse decision logic).
Strategies for the Forming Phase
In human teams, strategies for the Forming phase include taking the "lead," being highly visible, facilitating introductions, providing the "big picture," establishing clear expectations, communicating success criteria, and ensuring response times are quick.
In human-AI teams, strategies for the Forming phase include those listed above for human teams. Also, defining roles and responsibilities, establishing AI limits, conducting onboarding sessions on human-AI interaction styles, addressing explainability and the role of human oversight, providing training on AI tools and ethical guidelines, promoting open dialogue on differences, and encouraging exploration of AI-suggested counterintuitive approaches.
2. Storming
Characteristics of the Storming Phase
In human teams, characteristics of the Storming phase usually include some resistance, lack of participation, conflict arising from differences of opinion, competition, high levels of emotions, and tension.
In human-AI teams, traits of the Storming phase include those listed above for human teams. Additionally, there may be conflicts over AI recommendations vs. human judgment, friction based on misalignment of expectations, and ambiguity in human responsibilities may arise as AI's parallel processing and root-state analysis can instantly shift priorities (an example of superposition roles) or supersede human plans to pursue optimal outcomes.
Strategies for the Storming Phase
In human teams, strategies for the Storming phase include building trust by honoring commitments, asking for and encouraging feedback, identifying issues and facilitating their resolution, and normalizing matters.
In human-AI teams, strategies for the Storming phase include those listed above for human teams. Also, facilitating dialogue about AI outputs—emphasizing collaborative review before acting on recommendations, using explainable AI tools to address potential biases or opacity in AI recommendations, encouraging iterative refinement of AI-assisted decisions while respecting human judgment, building trust via pilot tasks and transparent AI outputs, and adjusting team roles to accommodate AI multitasking.
3. Norming
Characteristics of the Norming Phase
In human teams, characteristics of the Norming phase typically include developing cohesion, understanding purpose and goals, increased confidence, improved commitment, engagement and support among members, as well as relief and a lowered sense of anxiety.
In human-AI teams, traits of the Norming phase include those listed above for human teams. Additionally, human and AI teammates begin to complement each other by balancing human creativity with AI automation, adapting workflows, aligning decision-making with human preferences, and human and AI inputs are deeply interdependent, producing outcomes neither could achieve alone (an example of entangled decision-making).
Strategies for the Norming Phase
In human teams, strategies for the Norming phase include delivering feedback, recognizing individual and team efforts, providing learning/upskilling opportunities, and monitoring the "energy" of the team.
In human-AI teams, strategies for the Norming phase include those listed above for human teams. Also, creating clear and repeatable procedures that integrate AI support into team workflows, conducting collaborative reviews to calibrate AI with human experts, reinforcing trust via consistent and successful AI-involved outcomes, and facilitating coordinated human-AI decision processes.
4. Performing
Characteristics of the Performing Phase
In human teams, characteristics of the Performing phase usually include high-level performance, demonstration of interdependence and self-management, elevated empathy and trust and morale, deference to team needs, and consistent delivery of high-quality results.
In human-AI teams, traits of the Performing phase include those listed above for human teams. Additionally, the team operates at high efficiency, with humans and AI collaborating effectively to achieve peak outcomes through entangled decision-making and inverse decision logic. AI excels at managing repetitive and complex tasks, while humans focus on creative and strategic work, together driving greater efficiency and value.
Strategies for the Performing Phase
In human teams, strategies for the Performing phase include "guiding from the side" (minimal intervention), highlighting successes, and encouraging collective decision-making and problem-solving.
In human-AI teams, strategies for the Performing phase include those listed above for human teams. Also, optimizing AI utilization, using AI for predictive analytics and encouraging human oversight in strategic decisions, maintaining feedback loops, recognizing and rewarding human-AI collaboration, and leveraging AI to surface non-obvious solutions and interdependent insights.
5. Adjourning
Characteristics of the Adjourning Phase
In human teams, characteristics of the Adjourning phase typically include concluding work, disbanding of temporary teams, and potential sadness.
In human-AI teams, traits of the Adjourning phase include those listed above for human teams. Additionally, decommissioning AI workflows and conducting data handoffs.
Strategies for the Adjourning Phase
In human teams, strategies for the Adjourning phase include communicating change, conducting a summative team evaluation via a retrospective event or lessons learned meeting or similar session, recognizing individual and team efforts and achievements, and celebrating the team’s accomplishments.
In human-AI teams, strategies for the Adjourning phase include those listed above for human teams. Also, capturing and preserving emergent protocols (communication patterns and workflows that evolved organically) to help enhance future human-AI teamwork, documenting AI-related challenges and successes (including insights from human oversight, to transfer learnings and support continuous improvement), archiving AI data for future teams, and recognizing contributions and celebrating achievements of human and AI team members.
Conclusion
The future of leadership is defined by teamwork and human-AI collaboration. Organizations that navigate these complexities effectively gain a competitive edge.
This article provides a foundational overview. For in-depth guidance on boosting team productivity, innovation, and success, contact Scott M. Graffius. To request a consultation, speaking engagement, or other work, complete a request form or email him today.
Glossary
Adjourning
Adjourning. See: team development.
Advanced AI
In this article, advanced AI refers to emerging systems that surpass traditional tools or monolithic concepts, acting as genuine teammates in human-AI collaboration and creating exotic team dynamics, with a progression across agentic, autonomous, and autopoietic forms. Also see: agentic AI, autonomous AI, autopoietic AI, Definitions of Advanced AIs, and Navigating the Spectrum of Advanced AI – Agentic, Autonomous, and Autopoietic.
Agentic AI
Agentic AI is an advanced form of artificial intelligence capable of independently pursuing defined objectives through planning multi-step actions, coordinating processes, and adapting strategies to changing conditions, operating with high autonomy in execution but guided by external goals. It is commercially available and capable of planning multi-step actions, coordinating processes and tools, while remaining semi-autonomous overall. Also see: advanced AI, Exotic Team Dynamics: The New Frontier of Human-AI Collaboration, Definitions of Advanced AIs, and Navigating the Spectrum of Advanced AI – Agentic, Autonomous, and Autopoietic.
AI
AI. See: advanced AI.
Artificial intelligence
Artificial intelligence. See: advanced AI.
Autonomous AI
Autonomous AI is an advanced form of artificial intelligence that operates and makes decisions independently without direct human intervention, featuring sustained self-regulation, the ability to set or adjust goals based on its environment, and action within defined or evolving parameters. It does not yet exist in commercial products. Also see: advanced AI, Exotic Team Dynamics: The New Frontier of Human-AI Collaboration, Definitions of Advanced AIs, and Navigating the Spectrum of Advanced AI – Agentic, Autonomous, and Autopoietic.
Autopoietic AI
Autopoietic AI is an advanced, experimental, and hypothetical form of artificial intelligence characterized by self-generating, self-maintaining, and self-adaptive processes, where the system recursively regenerates its own structure, rules, and boundaries to sustain its identity in changing environments. No commercial systems currently exist. Also see: advanced AI, Exotic Team Dynamics: The New Frontier of Human-AI Collaboration, Definitions of Advanced AIs, and Navigating the Spectrum of Advanced AI – Agentic, Autonomous, and Autopoietic.
Emergent protocols
Emergent protocols are new communication patterns, norms, and interaction protocols that evolve organically in human-AI teams without explicit programming or predefined rules. Also see: exotic team dynamics and Exotic Team Dynamics: The New Frontier of Human-AI Collaboration.
Entangled decision-making
Entangled decision-making occurs when human and AI inputs and decisions become deeply interconnected and interdependent, influencing each other to produce outcomes neither could achieve alone, potentially creating synergies or conflicts. Also see: exotic team dynamics and Exotic Team Dynamics: The New Frontier of Human-AI Collaboration.
Exotic team dynamics
Coined and developed by Agile and AI expert Scott M. Graffius, exotic team dynamics are the novel, sometimes counter-intuitive, emerging collaboration patterns that occur when humans work alongside advanced artificial intelligences—specifically agentic, autonomous, or autopoietic AI—as teammates. They feature new rhythms of interaction, decision-making, and role-sharing that differ from traditional human-only teamwork while still relying on core principles such as trust, communication, and adaptability. Also see: advanced AI, agentic AI, autonomous AI, autopoietic AI, emergent protocols, entangled decision-making, inverse decision logic, superposition roles, Exotic Team Dynamics: The New Frontier of Human-AI Collaboration, Scott M. Graffius Premieres His New 'Exotic Team Dynamics: Human-AI Collaboration' Talk at Corporate Event in Las Vegas, Definitions of Advanced AIs, Navigating the Spectrum of Advanced AI – Agentic, Autonomous, and Autopoietic, and A Data-Driven Analysis of the Evolution of Project Management: Tasks, Trends, and AI.
Exotic team tradecraft
Exotic team tradecraft. See: exotic team dynamics.
Forming
Forming. See: team development.Human-AI teams
In the context of Graffius’ respective work, human-AI teams are collaborative systems in which humans and advanced artificial intelligence—agentic, autonomous, or autopoietic AI—work as teammates. Also see: advanced AI, agentic AI, autonomous AI, autopoietic AI, exotic team dynamics, Exotic Team Dynamics: The New Frontier of Human-AI Collaboration, Scott M. Graffius Premieres His New 'Exotic Team Dynamics: Human-AI Collaboration' Talk at Corporate Event in Las Vegas, Definitions of Advanced AIs, Lessons from Unhinged AI in Fiction, Navigating the Spectrum of Advanced AI – Agentic, Autonomous, and Autopoietic, and A Data-Driven Analysis of the Evolution of Project Management: Tasks, Trends, and AI. Alternative terms that are sometimes used interchangeably for human-AI teams include AI-assisted teams, AI-augmented teams, AI-enabled teams, AI-integrated teams, AI-supported teams, AI collaboration, AI-mediated collaboration, augmented intelligence, collaborative intelligence, hybrid intelligence teams, mixed-initiative teams, human-AI collaboration, human-AI partnerships, human-AI teaming, human-agent teaming, human-autonomy teaming, human-machine collaboration, human-machine teaming, autonomous–human teams, intelligent human–machine teams, joint cognitive systems, and socio-technical systems.Inverse decision logic
Inverse decision logic is when AI challenges human assumptions by prioritizing counterintuitive yet optimal choices, causing decision-making to deviate from traditional logic and leading to unexpected and novel effects. Also see: exotic team dynamics and Exotic Team Dynamics: The New Frontier of Human-AI Collaboration.
Negative mass
Negative mass. See: inverse decision logic.Quantum superposition
Quantum superposition. See: superposition roles.
Quantum entanglement
Quantum entanglement. See: entangled decision-making.
Emergent phenomena
Emergent phenomena. See: emergent protocols.
Team development
Team development refers to the progression of a team through the five phases of Forming, Storming, Norming, Performing, and Adjourning. Scott M. Graffius' related work delineates the characteristics and strategies for each phase. There are many closely related or overlapping terms related to team development. Examples include group development, group dynamics, high-performance teaming, high-performance teams, phases of group development, phases of group dynamics, stages of group development, stages of group dynamics, stages of team development, stages of team dynamics, strategic team building, team agility, team building, team coaching, team collaboration, team dynamics, team leadership, team optimization, team performance, team tradecraft, teamcraft, teamwork, and teamwork tradecraft.Norming
Norming. See: team development.Performing
Performing. See: team development.
Storming
Storming. See: team development.
Superposition roles
Superposition roles are about AI supporting or occupying multiple team roles and functions simultaneously in parallel, or dynamically shifting emphasis or sharing functions with humans based on contextual needs. Also see: exotic team dynamics and Exotic Team Dynamics: The New Frontier of Human-AI Collaboration.Bibliography
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- Graffius, S. M. (2021, June 21). DevOps and Team Leadership [Workshop]. Session at private event in Las Vegas, Nevada, United States. https://dx.doi.org/10.13140/RG.2.2.15380.22401
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- Graffius, S. M. (2023, June 29). What Successful AI Teams Have in Common [Presentation]. Talk delivered at Conf42 Quantum Computing 2023 Conference. https://dx.doi.org/10.13140/RG.2.2.29382.45120
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- Graffius, S. M. (2025, August 22). Scott M. Graffius Premieres His New "Exotic Team Dynamics: Human-AI Collaboration" Talk at Corporate Event in Las Vegas. https://scottgraffius.com/blog/files/scott-m-graffius-premieres-talk-on-human-and-ai-exotic-team-dynamics.html
- Graffius, S. M. (2025, September 12). Scott M. Graffius’ Insights on AI, Agile, Gaming, XR, and Defense Transformation Cited by MSN in Their Coverage of Innovation and Leadership in the Sector. https://scottgraffius.com/blog/files/msn-cites-scott-m-graffius-insights-on-ai.html
- Graffius, S. M. (2025, October 24). HAN University of Applied Sciences Features the Work of Scott M. Graffius. https://scottgraffius.com/blog/files/han-university-features-scott-m-graffius.html
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- Graffius, S. M. (2025, November 19). Lessons from Unhinged AI in Fiction: What Rogue AIs in Sci-Fi Storytelling, Films, and TV Shows Reveal About Us. https://scottgraffius.com/blog/files/lessons-from-unhinged-ai-in-fiction.html
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About Scott M. Graffius
Scott M. Graffius is a strategic transformation leader who drives AI, Agile, and broader business and technology initiatives to deliver measurable value across projects, programs, portfolios, and PMOs. He is an expert in the teamwork tradecraft of both human and human-AI teams, including the “exotic team dynamics” that emerge. He is also an authority on the temporal patterns of social media, including the half-life of audience engagement.
He’s a practitioner, researcher, thought leader, award-winning author, and keynote speaker who’s taken the stage at 96 conferences and other events across 25 countries.
He’s delivered over $2.3 billion in value for Fortune 500 companies and other leaders in technology, entertainment, financial services, healthcare, and beyond.
Businesses, professional associations, government agencies, and universities use Graffius and feature his work. Examples include Adobe, Bayer, Boston University, Ford, Gartner, Harvard Medical School, IEEE, Johns Hopkins University, Microsoft, MSN, National Academy of Sciences, Oracle, Pinterest Inc., Project Management Institute, UC San Diego, Verizon, Yale University, and others.
The following sections provide additional information on his experience, contributions, and influence.
Experience
Graffius heads the professional services firm Exceptional PPM and PMO Solutions, along with its subsidiary Exceptional Agility. These consultancies offer strategic and tactical advisory, training, embedded expertise, and consulting services to the public, private, and government sectors. They help organizations enhance their capabilities and results in agile, project management, program management, portfolio management, and PMO leadership, supporting innovation and driving competitive advantage. The consultancies confidently back services with a Delighted Client Guarantee™.
Graffius is a former VP of project management with a publicly traded provider of diverse consumer products and services over the Internet. Before that, he ran and supervised the delivery of projects and programs in public and private organizations with businesses ranging from e-commerce to advanced technology products and services, retail, manufacturing, entertainment, and more.
He has experience with consumer, business, reseller, government, and international markets.
Award-Winning Author
Graffius has authored three books.
- Agile Scrum: Your Quick Start Guide with Step-by-Step Instructions, his first book, earned 17 awards.
- Agile Transformation: A Brief Story of How an Entertainment Company Developed New Capabilities and Unlocked Business Agility to Thrive in an Era of Rapid Change, his second book, was named one of the best Scrum books of all time by BookAuthority.
- Agile Protocol: The Transformation Ultimatum, his third book and his first work of fiction, was released in April 2025. The book trailer is on YouTube.
International Public Speaker
Organizations worldwide engage Graffius to present on tech (including AI), Agile, project management, program management, portfolio management, and PMO leadership. He crafts and delivers unique and compelling talks and workshops. Graffius has conducted 96 sessions across 25 countries. Select examples of events include Agile Trends Gov, BSides (Newcastle Upon Tyne), Conf42 Quantum Computing, DevDays Europe, DevOps Institute, DevOpsDays (Geneva), Frug’Agile, IEEE, Microsoft, Scottish Summit, Scrum Alliance RSG (Nepal), Techstars, and W Love Games International Video Game Development Conference (Helsinki), and more.
With an average rating of 4.81 (on a scale of 1-5), sessions are highly valued.
The speaker engagement request form is here.
Thought Leadership and Influence
Prominent businesses, professional associations, government agencies, and universities have showcased Graffius and his contributions—spanning his books, talks, workshops, and beyond. Select examples include:
- Adobe,
- American Management Association,
- Amsterdam Public Health Research Institute,
- Bayer,
- BMC Software,
- Boston University,
- Broadcom,
- Cisco,
- Coburg University of Applied Sciences and Arts - Germany,
- Computer Weekly,
- Constructor University - Germany,
- Data Governance Success,
- Deimos Aerospace,
- DevOps Institute,
- Dropbox,
- EU's European Commission,
- Ford Motor Company,
- Gartner,
- GoDaddy,
- Harvard Medical School,
- Hasso Plattner Institute - Germany,
- IEEE,
- Innovation Project Management,
- Johns Hopkins University,
- Journal of Neurosurgery,
- Lam Research (Semiconductors),
- Leadership Worthy,
- Life Sciences Trainers and Educators Network,
- London South Bank University,
- Microsoft,
- MSN,
- NASSCOM,
- National Academy of Sciences,
- New Zealand Government,
- Oracle,
- Pinterest Inc.,
- Project Management Institute,
- Mary Raum (Professor of National Security Affairs, United States Naval War College),
- SANS Institute,
- SBG Neumark - Germany,
- Singapore Institute of Technology,
- Torrens University - Australia,
- TBS Switzerland,
- Tufts University,
- UC San Diego,
- UK Sports Institute,
- University of Galway - Ireland,
- US Department of Energy,
- US National Park Service,
- US Soccer,
- US Tennis Association,
- Verizon,
- Wrike,
- Yale University,
- and many others.
Graffius has played a key role in the Project Management Institute (PMI) in developing professional standards. He was a member of multiple teams that authored, reviewed, and produced:
- Practice Standard for Work Breakdown Structures—Second Edition.
- A Guide to the Project Management Body of Knowledge—Sixth Edition.
- The Standard for Program Management—Fourth Edition.
- The Practice Standard for Project Estimating—Second Edition.
Additional details are here.
He was also a subject matter expert reviewer of content for the PMI’s Congress. Beyond the PMI, Graffius also served as a member of the review team for two of the Scrum Alliance’s Global Scrum Gatherings.
Acclaimed Authority on Teamwork Tradecraft
Graffius is a renowned authority on teamwork tradecraft. Informed by the research of Bruce W. Tuckman and Mary Ann C. Jensen, over 150 subsequent studies, and Graffius' first-hand professional experience with, and analysis of, team leadership and performance, Graffius created his "Phases of Team Development" intellectual property as a unique perspective and visual conveying the five phases of team development. First introduced in 2008 and periodically updated, his work provides a diagnostic and strategic guide for navigating team dynamics. It provides actionable insights for leaders across industries to develop high-performance teams. Its adoption by esteemed organizations such as Yale University, IEEE, Cisco, Microsoft, Ford, Oracle, Broadcom, the U.S. National Park Service, and the Journal of Neurosurgery, among others, highlights its utility and value, solidifying its status as an indispensable resource for elevating team performance and driving organizational excellence. In 2026, Graffius added human-AI teamwork—including the "exotic team dynamics" which emerge when advanced AI collaborates as a teammate—to his "Phases of Team Development."
The 2026 edition of Graffius' "Phases of Team Development" intellectual property is here.
Expert on Temporal Dynamics on Social Media Platforms
Graffius is also an authority on temporal dynamics on social media platforms. His 'Lifespan (Half-Life) of Social Media Posts' research—first published in 2018 and updated annually—delivers a precise quantitative analysis of post longevity across digital platforms, utilizing advanced statistical techniques to determine mean half-life with precision. It establishes a solid empirical base, effectively highlighting the ephemeral nature of content within social media ecosystems. Referenced and applied by leading entities such as the Center for Direct Marketing, Fast Company, GoDaddy, Pinterest Inc., and PNAS, among others, his research exemplifies methodological rigor and sustained significance in the field of digital informatics.
The 2025 edition of Graffius "Lifespan (Half-Life) of Social Media Posts" research is here.
Education and Professional Certifications
Graffius has a bachelor’s degree in psychology with a focus in Human Factors. He holds eight professional certifications:
- Certified SAFe 6 Agilist (SA),
- Certified Scrum Professional - ScrumMaster (CSP-SM),
- Certified Scrum Professional - Product Owner (CSP-PO),
- Certified ScrumMaster (CSM),
- Certified Scrum Product Owner (CSPO),
- Project Management Professional (PMP),
- Lean Six Sigma Green Belt (LSSGB), and
- IT Service Management Foundation (ITIL).
He is an active member of the Scrum Alliance, the Project Management Institute (PMI), and the Institute of Electrical and Electronics Engineers (IEEE).
Advancing AI, Agile, and Project/PMO Management
Scott M. Graffius continues to advance the fields of AI, Agile, and Project/PMO Management through his leadership, research, writing, and real-world impact. Businesses and other organizations leverage Graffius’ insights to drive their success.
Discover Scott’s Books
- Agile Scrum: Your Quick Start Guide with Step-by-Step Instructions — Deliver Products in Short Cycles with Rapid Adaptation to Change, Fast Time-to-Market, and Continuous Improvement
- Agile Transformation: A Brief Story of How an Entertainment Company Developed New Capabilities and Unlocked Business Agility to Thrive in an Era of Rapid Change
- Agile Protocol: The Transformation Ultimatum
Connect with and follow Scott on LinkedIn, X, YouTube, Facebook, Threads, Bluesky, Mastodon, and ResearchGate.
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How to Cite This Article
Graffius, S. M. (2026, January 3). Scott M. Graffius' Phases of Team Development - Applied to Human Teams and Human-AI Teams: 2026 Update. ScottGraffius.com. https://doi.org/10.13140/RG.2.2.18184.89601
Digital Object Identifier (DOI)
https://doi.org/10.13140/RG.2.2.18184.89601
The DOI for the full article is listed above. Additionally, there is a DOI just for the main visual: https://doi.org/10.13140/RG.2.2.26494.86089
Content Acknowledgements
Names, marks, and content are the property of their respective owners.
Permission Request Information
This work is copyright © Scott M. Graffius. All rights reserved.
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Tags and Hashtags
This is the extended list of tags and hashtags for this article:
Exotic team dynamics • Dynamiques d’équipe exotiques • Exotische Teamdynamiken • Dinámicas de equipo exóticas • エキゾチックなチームダイナミクス • #Adjourn • #Adjourning • #Agile • #Agility • #BruceTuckman • #Forming • #FormingStormingNormingPerforming • #FormingStormingNormingPerformingAdjourning • #FSNP • #FSNPA • #GroupDynamics • #Leadership • #Norming • #Performing • #PhasesOfTeamDevelopment • #ProjectManagement • #ScottMGraffius • #StagesOfTeamDevelopment • #Storming • #TeamDynamics • #TeamLeadership • #TeamLifecycle • #TeamPerformance • #Teams • #Teamwork • #Tuckman • #TuckmansLadder • Advanced AI • Advanced artificial intelligence • Agile • Agility • AI collaboration • AI-assisted teams • AI-augmented teams • AI-enabled teams • AI-integrated teams • AI-mediated collaboration • AI-supported teams • Artificial intelligence • Augmented intelligence • Autonomous–human teams • Bruce Tuckman • Bruce W. Tuckman • Centaur Intelligence • Collaborative intelligence • Dissolução • Formação • Forming, Storming, Norming, Performing, Adjourning • Formación, Conflicto / Tormenta, Normalización, Desempeño, Disolución / Clausura • Formation, Conflit / Tempête, Normalisation, Performance, Dissolution / Clôture • Formierung, Konflikt / Sturmphase, Normierung, Leistungsphase, Auflösung / Abschluss • 形成期、混乱期、規範期、遂行期、解散期 • FSNP • FSNPA • Group development • Group dynamics • High-performance teaming • High-performance teams • Human and Human-AI Teams Including “Exotic Team Dynamics” • Human-agent teaming • Human-AI collaboration • Human-AI partnerships • Human-AI teaming • Human-AI teams • Human-autonomy teaming • Human-machine collaboration • Human-machine teaming • Humans and advanced artificial intelligence collaborating as teammates • Hybrid intelligence teams • Intelligent human–machine teams • Joint cognitive systems • Mary Ann C. Jensen • Mixed-initiative teams • Phases of group development • Phases of group dynamics • Phases of Team Development • Project Management • Scott M. Graffius • Socio-technical systems • Stages of group development • Stages of Team Development • Stages of team development • Stages of team dynamics • Strategic team building • Team agility • Team building • Team coaching • Team collaboration • Team Dynamics • Team leadership • Team Life Cycle • Team Lifecycle • Team optimization • Team Performance • Team tradecraft • Teamcraft • Teams • Teamwork • Teamwork phases • Teamwork stages • Teamwork tradecraft • Tuckman • Tuckman Curve • Tuckman Model • Tuckman's Curve
Select Terms in Multiple Languages
For reference, translations are provided for the following terms: Phases of Team Development; Exotic Team Dynamics; Forming, Storming, Norming, Performing, Adjourning.
- Armenian: Թիմի զարգացման փուլեր; Անսովոր թիմային դինամիկա; Ստեղծում, Տևական հակասություն, Կարգավորում, Գործադրում, Ավարտում
- Bengali: দলের বিকাশের ধাপ; বিদেশী দলের গতিশীলতা; গঠন, সংঘাত, মানকরণ, সম্পাদন, সমাপ্তি
- Finnish: Tiimin kehitysvaiheet; Eksoottinen tiimidynamiikka; Muodostaminen, Konflikti, Normalisointi, Suorittaminen, Päättäminen
- French: Phases de développement de l'équipe; Dynamiques d'équipe exotiques; Formation, Conflit, Normalisation, Performance, Clôture
- German: Phasen der Teamentwicklung; Exotische Teamdynamik; Formierung, Sturm, Normierung, Leistung, Abschluss
- Greek: Φάσεις ανάπτυξης ομάδας; Εξωτική δυναμική ομάδας; Σχηματισμός, Σύγκρουση, Κανονικοποίηση, Εκτέλεση, Ολοκλήρωση
- Hindi: टीम विकास के चरण; विदेशी टीम गतिशीलता; निर्माण, संघर्ष, सामान्यीकरण, प्रदर्शन, समापन
- Indonesian (Malay): Tahapan Pengembangan Tim; Dinamika Tim Eksotis; Pembentukan, Konflik, Normalisasi, Pelaksanaan, Penutupan
- Italian: Fasi dello sviluppo del team; Dinamiche di team esotiche; Formazione, Conflitto, Normalizzazione, Esecuzione, Chiusura
- Japanese: チーム開発の段階; エキゾチックなチームのダイナミクス; 形成, 混乱, 標準化, 実行, 終結
- Mandarin Chinese: 团队发展阶段; 异国团队动力; 形成, 风暴, 规范化, 执行, 结束
- Marathi: टीम विकासाच्या टप्प्या; विदेशी टीम डायनॅमिक्स; निर्मिती, संघर्ष, मानकीकरण, कार्यप्रदर्शन, समापन
- Modern Standard Arabic: مراحل تطوير الفريق; ديناميكيات الفريق الغريبة; التكوين, الصراع, التطبيع, الأداء, الانتهاء
- Portuguese: Fases de desenvolvimento da equipe; Dinâmicas de equipe exóticas; Formação, Conflito, Normalização, Desempenho, Encerramento
- Russian: Этапы развития команды; Экзотическая динамика команды; Формирование, Штурм, Нормирование, Выполнение, Завершение
- Swahili: Hatua za Maendeleo ya Timu; Mienendo ya Timu Isiyo ya Kawaida; Kuunda, Mgongano, Kuweka viwango, Kutekeleza, Kumaliza
- Swedish: Faser av teamutveckling; Exotisk teamdynamik; Formering, Konflikt, Normering, Genomförande, Avslutning
- Tamil: குழு வளர்ச்சி கட்டங்கள்; விசித்திர குழு இயக்கங்கள்; உருவாக்கம், கலக்கம், நிலைமைப்படுத்தல், செயல்பாடு, நிறைவு
- Telugu: జట్టు అభివృద్ధి దశలు; విపరీతమైన జట్టు డైనమిక్స్; రూపకల్పన, సతకలహం, సూత్రీకరణ, ప్రదర్శన, ముగింపు
- Turkish: Takım Gelişim Aşamaları; Egzotik Takım Dinamikleri; Oluşum, Çatışma, Normlaştırma, Uygulama, Kapanış
- Urdu: ٹیم کی ترقی کے مراحل; غیر ملکی ٹیم کی حرکیات; تشکیل, تصادم, معمول بنانا, کارکردگی, اختتام
- Western Punjabi: ٹیم کی ترقی کے مراحل; غیر ملکی ٹیم ڈائنامکس; بنانا, ٹکراؤ, معمول بنانا, کارکردگی, اختتام
- Wu Chinese (Shanghainese): 团队发展阶段; 异国团队动力; 形成, 风暴, 规范化, 执行, 结束
Post-Publication Notes
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