Hello Professor, and Class, According to Bruce Tuckman's five-stage model of team development, a team goes through five distinct stages: performing (the team operates in an open and trusting environment where flexibility is essential and hierarchy is of little importance); storming (conflicts develop as team members start showing their individuality and perspective); norming (team members start resolving their differences, acknowledging colleagues' advantages, and respecting their leader); and adj. Connie Gersick's punctuated equilibrium model suggests a different trend. The idea is that teams should go through phases of inertia or inaction, make fast change, usually midway through the project, and then return to inertia. This model stems from the observation that a lot of teams experience major transitions in the middle of a project (Robbins et al., 2017). A project vision that works is one that is motivating, communicative, and unambiguous. Ensuring clarity guarantees that the vision is understood by everyone. Motivating potential inspires team members to strive towards the goal. The vision may be properly conveyed with all stakeholders if it can be communicated. These components are crucial because they give the team a clear direction, inspire team members, and guarantee that everyone is aiming for the same objective. Having a common and well-defined goal can also aid in conflict resolution and improve team cohesiveness