The five-stage model of group development ignores the organizational context of work.For example,a study of a cockpit crew found that three pilots who did not know one another became a high-performing team within 10 minutes.

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The five-stage model of group development (forming, storming, norming, performing, adjourning) does not explicitly account for the organizational context or the specific dynamics that can enable a newly formed group, such as a cockpit crew, to quickly become a high-performing team. This example illustrates that teams can sometimes bypass or rapidly move through the traditional stages due to their professional training, immediate task focus, and the necessity of their situation.

The Five-Stage Model of Group Development Ignores the Organizational Context