Scott M. Graffius’ Phases of Team Development
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://scottgraffius.com/blog/files/graffius-phases-of-team-development-2026.html
DOI: (coming soon)
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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.
If there are any supplements or updates to this article after the date of publication, they will appear here.
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This publication is organized into the following parts:
- Main Article
- Glossary
- Bibliography
- About Scott M. Graffius
- List of Additional Articles, How to Cite This Article, DOI, Content Acknowledgements, Permission Request Information, Tags & Hashtags, Select Terms in Multiple Languages, Post-Publication Notes, Copyright
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
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.
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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
- Graffius, S. M. (2021, September 11). Navigate the Phases of Team Development with Speed and Agility for Happier and More Productive InfoSec Teams [Presentation]. BSides NCL Newcastle upon Tyne, England 2021 InfoSec Conference. https://dx.doi.org/10.13140/RG.2.2.27961.29280
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- Graffius, S. M. (2021, November 8). Bruce Tuckman's Model (Forming, Storming, Norming, Performing, and Adjourning) is Highly Relevant and Beneficial, But It Doesn't Please Everyone. https://scottgraffius.com/blog/files/jobs.html
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- Graffius, S. M. (2022, May 13). Want Happier and More Productive DevOps Teams? [Presentation]. Talk delivered at DevOpsDays Geneva, Switzerland 2022 Conference. https://dx.doi.org/10.13140/RG.2.2.22252.85127
- Graffius, S. M. (2023, January 9). Use the Phases of Team Development (Based on Bruce W. Tuckman's Model of Forming, Storming, Norming, Performing, and Adjourning) to Help Teams Grow and Advance: 2023 Update. https://dx.doi.org/10.13140/RG.2.2.10720.35846
- Graffius, S. M. (2023, April 26). The Science of High-Performance Teams [Presentation]. Talk delivered at the DevOps Institute's SKILup Day 2023 Conference. https://dx.doi.org/10.13140/RG.2.2.15888.28169
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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, July 18). Harness Sci-Fi and Speculative Design While Embracing Imperfection to Drive Innovation and Proactively Predict and Prepare for the Future. https://scottgraffius.com/blog/files/harness-scifi-and-speculative-design-while-embracing-imperfection-to-drive-innovation-and-proactively-predict-and-prepare-for-the-future.html
- Graffius, S. M. (2025, August 7). Method and System for Facilitating Hybrid Human-Artificial Intelligence Teams via a Protocolized Mediation Layer for Bi-Directional Translation, Interpretation, and Optimization of Natural Language, Paralinguistic, Prosodic, and Nonverbal Cues Across Text, Audio, and Video Modalities, Incorporating Real-Time Analysis of Auditory Tone, Pitch, Affect, Facial Expressions, Gaze, Posture, and Other Body Language Indicators, Generating AI-Compatible Representations for Human Inputs, Generating Human-Accessible Representations for AI Outputs, Conveying Context-Aware Information in Both Directions, Reducing Cognitive Friction, Enhancing Mutual Intelligibility, Supporting Decision-Making, and Maximizing Collective Task Performance. A novel integration of multimodal communication, cognitive alignment, and human-AI interaction. Los Angeles, California, United States: Scott M. Graffius.
- Graffius, S. M. (2025, August 8). Exotic Team Dynamics: The New Frontier of Human-AI Collaboration. https://scottgraffius.com/blog/files/exotic-team-dynamics.html
- 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
- Graffius, S. M. (2025, October 29). Definitions of Advanced AIs: Agentic, Autonomous, and Autopoietic. https://scottgraffius.com/blog/files/advanced-ai-definitions.html
- 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
- Graffius, S. M. (2025, November 21). Navigating the Spectrum of Advanced AI – Agentic, Autonomous, and Autopoietic. https://scottgraffius.com/blog/files/navigating-the-spectrum-of-advanced-artificial-intelligence.html
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- Graffius, S. M. (2025, December 1). Beep Beep! Why Wile E. Coyote is the Patron Saint of AI Failure. https://scottgraffius.com/blog/files/coyote-and-ai.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://scottgraffius.com/blog/files/graffius-phases-of-team-development-2026.html
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DOI: (coming soon)
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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
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