Unit 18 Working in Business teames P1/P2/P3

The first goal of stage three is to solidify positive relationships between members. The second goal is to engage in more mature negotiations about group roles and organizational procedures. Once the three are stages are worked through the n the fourth stage, Work (Wheelan, 2013), can be accomplished. Wheelan (2013) identifies the fourth stage as a time of intense team productivity and effectiveness. This is the stage that is the result of creating the effective team. Once the four stages have been identified and understood, Wheelan (2013) goes on to elaborate on how a group leader can keep the team effective. Wheelan (2013) speaks of 10 keys to productivity (goals, roles, interdependence, leadership, communication and feedback, [discussion, decision making and planning], implementation and evaluation, norms and individual differences, structure, cooperation and conflict management). Wheelan (2013) also shares the ways that group members become effective team members (don’t blame others, support the leader, promote effective problem-solving, etc…) as well as how a leader can be an effective team leader (be direct and confident, involve members in leadership, adjust your leadership style to the group, etc…). Finally, Wheelan (2013) highlights effective organizational support for teams, which includes an organization support checklist.

A useful theory to explain our processes and development as a group is Tuckman’s theory of group working which explains the stages that a group will progress through in order to achieve an objective, including the Forming, Storming, Norming, Performing and Adjourning stages (Mindtools, 2016). The forming stage was pre-established for our group because we had been allocated together prior to the task and we had already managed to build relationships with one another. It was at the storming stage we began to establish our roles within the group and allocate tasks for

At this stage, the group begins to realize the more positive points of individuals within the group, which promotes the development of trust and respect which begins to build group cohesion. The next stage is the performing stage, which is typical of high-performing teams that are able to function as a group and figure out various options to get the job done smoothly and effectively without supervision. The final stage is the adjourning phase, which is the final step in completing tasks and breaking up the team.

The five stages of group/team development are: forming, storming, norming, performing and adjourning. In the forming stage, the group members get aquainted with one another and figure out what the goals of the group are. In the storming stage, individual personalities within the group emerge and group members start to figure out what their roles will be. In the norming stage, the group begins to find unity and group members resolve their differences. In the performing stage, the group members solve problems and focus on completing their assigned task. In the adjourning stage, the group begins to disband and the members transition out and into other projects.

Tuckman 's model suggests that as the team moves through the stages of development members are concerned with resolving both inter-personal relationships and task activities. During the forming stage, members complete initial assessments of inter-personal relationships and norms, and attempt to identify the nature and extent of required task activities. The storming stage is characterised by intra-group conflict in respect of both inter-personal relationships (as behaviour norms and leadership have yet to be established) and task activities (caused in part by emotional

The features of effective team performance are set out in Brian Tuckman’s phases of team development theory, ‘Forming, Storming, Norming, Performing.’ This outlines the phases that a team will go through in order to become effective and reach maturity. At the ‘Forming’ stage of team development individual roles and responsibilities are unclear and each member of the team is concerned to avoid conflict with each other. From this point the team will go through the ‘Storming’ phase which is when they start to conflict as individuals put forward ideas which will be challenged by others in a bid to gain power and position over others. After this the ‘Norming’ phase follows and it is at this point that individual roles are defined and accepted

The selection of a team leader is of key decision that can have a great impact on the overall success of a team. A good team leader should be able to build and maintain team morale, instilling confidence and trusting in other team members allowing them to work together to achieve the teams goals (Llopis, 2014). The ability to understand the stages of a team and provide the guidance to all members is essential. The stages of forming, storming, norming, performing and adjourning (Abudi, 2010) are a helpful framework for recognizing patterns during team conversations and the understanding that team development may not always be linear. The aptitude to walk the team through these stages and ensuring they understand the development of the team and why things are happening in certain ways is an important part of the self evaluation process. Having ways to identify when certain behavioral patterns are occurring and a way to then cause changes to the team behavior can help the team maximize its productivity.

There’s a high dependence on the leader for guidance and direction. Everything is new and individual roles and responsibilities can be unclear. Leader must be prepared to answer lots of questions about the team's purpose, objectives and external relationships. Processes may sometimes be ignored. Leader directs (similar to Situational

As a team leader it is the goal to have the group perform well and as quickly as possible and work through their differences. Many studies suggest that interprofessional teams do not perform effectively due to friction, hostility, and barriers to knowledge sharing (Mitchell, Parker, & Giles, 2011). Forming a team usually is recognized by the stages known as forming, storming, norming, and performing (Mind Tools, 2012). Formatting an agenda that includes expectations, rules, and

The five stages of team development were first introduced by Bruce Wayne Tuckman in 1965. His research into the way teams function and coordinate provided reoccurring trends towards very specific points in the life of a team, which became the premises of each of the first four “Tuckman’s Stages.” The fifth stage was co-created by Mary Ann Jensen over a decade later. The five stages discussed in this essay are as follows: Forming, Storming, Norming, Performing, and Adjourning.

Forming a team consists of interdependence, sharing responsibility (each group member is in charge of their own part), and working towards a common goal to achieve success. The stages of team formation are necessary for the team to grow together, to resolve problems, find solutions and to give results. Group development was established by psychologist Bruce Tuckman in 1965. He developed the stages of forming, storming, norming and performing. Adjourning is the fifth stage that was added ten years

Before listing the stages of team development I believe it’s important to understand the dynamics of a team. Every group has its own standards of behavior which ultimately brings both culture and cohesion to the group, furthermore, the stages of team development which entails Forming, Storming, Norming, Performing and Adjourning are structured in a sequential to ensure a team is operating effectively with maximum productiveness. These stages as explained by psychologist Bruce Tuckman are the stages in which people go through as they form bonds with each other and work together effectively. In the Forming stage team members make a effort to get to know each other and bounce

First, the forming stage was when we started meeting, and getting to know the team members, and sharing some information about us. We set the team agreement, goals, and tasks that each team member will perform. Also, we decided on our team leader to be the responsible for submitting the final project. This stage was very important and essential to the team because we exchanged useful personal information like email address, and phone numbers. This stage gave us the opportunity to get to know the members, and look how well they will respond to the team activities, and what would be their behavior. In this stage, we also discussed some concerns, tasks, and ways to approach them.

However, Fulk et al. (2011) argue that the conflict is necessary for team members to develop an understanding of their roles and for the team to create rules and tasks. After deciding on roles and ground rules, the team can progress to the third stage, norming. In this stage the team achieves cohesion by making special efforts to avoid conflict, resolve differences, and negotiate with each other (Fulk et al. 2011). Fulk et al. (2011) state that in norming ,the team’s main focus is on accomplishing its goal, and members are committed to these goals. The performing stage is the next step in a team’s development. Team members in the performing stage focus on performing their tasks and achieving their goals (Fulk et al. 2011). If there is conflict, it is handling in a productive manner ,as the team has becomes more effective in problem solving. Finally, in the adjourning stage, the team focuses on achieving it goals. Upon completing their tasks, some members may be sad about separating from each other, while others may express happiness about what they have been able to accomplish (Fulk et al.,2011). Even though, a team goes through these stages, Fulk et al. (2011) argue that the involvement of a manager at each stage in team development can greatly improve team performance and success .

The third stage in the group development is norming where the group members become harmonized and without any conflicts and ready to perform, in this stage the group members form a culture that helps them in resolving all the conflicts and to cooperate and share their resources and encourages them to communicate with each other and to leave all cultural differences aside and focus on the goals of the team, also this stage gives a credit to the team leader that helps to promote such a culture and to create positive climate between the members. FIS did not reach the stage because they remained in conflict with high levels of mistrust between the members; every member has his own goals and the team leader Rishi contributed in creating a negative climate that encouraged the members to focus in their own goals and compete with each other.