motivated and knowledgeable. The team members are now competent, autonomous and able to handle the decision-making process without supervision. Dissent is expected and allowed as long as it is channelled through means acceptable to the team. Supervisors of the team during this phase are almost always participating. The team will make most of the necessary decisions. Even the most high-performing teams will revert to earlier stages in certain circumstances. Many long-standing teams go through these cycles many times as they react to changing circumstances. For example, a change in leadership may cause the team to revert to storming as the new people challenge the existing norms and dynamics of the team. Further developments Adjourning In 1977, Tuckman, jointly with Mary Ann Jensen, added a fifth stage to the four stages: adjourning, that involves completing the task and breaking up the team (in some texts referred to as "mourning"). After being invited by Group and Organizational Studies to publish and update of the model, they revisited the original model and reviewed the literature. They concluded that an important step in the small group life cycle was the ultimate separation which occurred at the end of this cycle.'''Norming and re-norming Timothy Biggs suggested that an additional stage be added of "norming" after "forming" and renaming the traditional norming stage "re-norming". This addition is designed to reflect that there is a period after forming where the performance of a team gradually improves, and the interference of a leader who is content with that level of performance will prevent a team from progressing through the storming stage to true performance. This puts the emphasis back on the team and leader, as the storming stage must be actively engaged in order to succeed – too many "diplomats" or "peacemakers", especially in a leadership role, may prevent the team from reaching their full potential. Rickards and Moger proposed a similar extension to the Tuckman model when a group breaks out of its norms, through a process of creative problem-solving.Rickards, T., & Moger, S., (2000) ‘Creative leadership processes in project team development: An alternative to Tuckman’s stage model’, British Journal of Management, Part 4, pp273-283 White-Fairhurst TPR model Alasdair A. K. White together with his colleague, John Fairhurst, examined Tuckman's development sequence when developing the White-Fairhurst TPR model. They simplify the sequence and group the forming-storming-norming stages together as the "transforming" phase, which they equate with the