It is during this stage that the team members have gotten to know one another well enough, and to feel at ease enough with one another to show their disapproval of each other's opinions and methods of working, and conflict may occur at this point due to disagreements within the team, or differences in team members' values and beliefs. Conflict, however, is a fundamental component of the "storming" stage as it inspires debates and discussions where the finest possible strategies can be agreed upon.
"Norming" is the third stage and it is at this stage that the team members all consent to a strategy for working towards a successful outcome. It is possible at this stage that some members may be too uncomfortable to give their opinions for fear of causing further conflict.
The fourth stage, and initially the final stage in Tuckman's model is "performing". It is at this stage that synergy is most likely to be realised, and the team will flourish. Each member of the team should be able to work autonomously at this point whilst still working towards a common goal.
In 1977, Tuckman, in collaboration with Mary Ann Jensen incorporated a fifth stage into Tuckman's model, "adjourning". This is when the team has achieved its objectives, and is disbanded. The members of the team can walk away feeling satisfied with what the have accomplished. However, this stage is sometimes dubbed as the "mourning" stage as it can be a bleak period for some members as they are walking away from people, an alliance, that they have formed a close affiliation with. .
Teamwork within my placement and also my place of work is essential in many ways. For example, the well-being of residents in my workplace can be best realised on occasions when equipment, such as stand aids and hoists are used, or when a resident requires a position change in bed, as all of these instances require two or more carers for them to be successful and to be achieved in a safe manner.