Tuckman's orming is an interesting theory but not useful for practical coaching. Knowing how and why things really happen gives tools for concrete interventions.
The consequential goal is an absolutely necessary condition for teamwork: We did something, does it work, is it useful. This creates special expectations towards the leadership in creative work like theatrical performance or visual design.
Separating Dreaming, Thinking, and Doing is the deadly sin of large organizations. It will lead to Coordination Chaos: fragmentation, waste, and underperformance.
Dreaming-thinking-doing is the natural process of doing anything, in small and large scale.
What keeps us amazed about teamwork is, that while there are some magnificent teams, so many are not even adequate. This is observable especially in large organizations. How could we get the fundamentals correct so that the majority of people would perform at their potential?