4 Stages of Development - P2 - Storming

Core for More Bible Study — April 22, 2026

4 Stages of Development – Part 2

STORMING

Point 1 – Navigating the Storm

Talking Points:

• Introduce the topic: "Today we're focusing on one of the most uncomfortable—but most important—stages of team development: storming."
• Set expectation: "If you've ever been on a team where tension, frustration, or conflict showed up… you've experienced storming."
• Frame it positively: "Storming is not where teams fall apart—it's where they start to get real."

Example:

"Think about a new team where everyone is polite at first—but after a few weeks, disagreements start surfacing. That's storming."

Point 2 – Where Storming Fits in Team Development

Talking Points:

• Briefly explain all four stages:
  • Forming = polite, surface-level
  • Storming = conflict and testing
  • Norming = alignment
  • Performing = high productivity
• Emphasize: "Every high-performing team you admire went through storming."
• Normalize discomfort: "You cannot skip this stage."

Example:

"Even elite teams—like championship sports teams—have internal conflict before they hit their stride."

Point 3 – What is Storming?

Talking Points:

• "This is where personalities start to show up."
• "People stop being polite and start being real."
• "Differences in opinions, values, and approaches become visible."

Examples:

A team member says: "Why are we doing it this way? This doesn't make sense."

Someone challenges leadership decisions openly for the first time.

Point 4 – Common Signs of Storming

Talking Points:

• Walk through each sign and explain:
  • Disagreements → not always bad, but often emotional
  • Competition → people trying to prove their value
  • Role confusion → "Who's actually responsible for this?"
  • Frustration → results aren't happening fast enough

Examples:

Two team members arguing over direction in a meeting

Someone saying: "I thought that was your job, not mine"

Side conversations or cliques forming

Point 5 – Why Storming Feels Difficult

Talking Points:

• "Storming feels personal—even when it's not."
• Highlight root causes:
  • Different communication styles (direct vs. indirect)
  • Hidden expectations
  • Lack of clarity

Examples:

One person sees another as "too aggressive," while that person sees themselves as "efficient"

A team member withdraws and stops contributing due to tension

Point 6 – Role of the Leader

Talking Points:

• "Leaders set the tone for how conflict is handled."
• Clarify responsibilities:
  • Bring structure → define roles and processes
  • Encourage open dialogue → don't shut down disagreement
  • Address issues early → don't let things fester
  • Model behavior → calm, respectful, solution-focused

Examples:

A leader says: "Let's pause—both perspectives matter. Let's understand each one before deciding."

Instead of avoiding tension, the leader facilitates a productive conversation

Point 7 – Positive Side of Storming

Talking Points:

• Reframe conflict:
  • "If everything is always smooth, people may not be speaking up."
• Highlight benefits:
  • Builds trust through honesty
  • Clears up misunderstandings
  • Encourages innovation through diverse ideas

Examples:

A disagreement leads to a better solution than either person originally proposed

A team finally addresses an issue that had been quietly hurting performance

Point 8 – How to Navigate Storming Successfully

Talking Points:

• Walk through each tool:
  • Active listening → listen to understand, not respond
  • Conflict frameworks → structured conversations
  • Team agreements → set expectations for behavior
  • Feedback loops → regular check-ins

Examples:

Active listening: "What I hear you saying is… did I get that right?"

Team agreement: "We challenge ideas, not people"

Weekly team check-in: "What's working? What's not?"

Point 9 – Storming in Action

Talking Points:

• Walk through the example step-by-step:
  • Problem → disagreement between departments
  • Tension → priorities clash
  • Intervention → structured conversation
  • Outcome → alignment

Example Expanded:

Marketing wants speed, engineering wants perfection

Conflict escalates in meetings

Leader brings both teams together:

• Clarifies shared goal
• Defines priorities

Result: compromise and improved workflow

Point 10 – From Storming to Norming

Talking Points:

• "Storming is a bridge—not a destination."
• Explain progression:
  • Conflict → understanding → alignment → trust
• Encourage perseverance:
  • "The teams that push through storming become stronger than those that avoid it."