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  • Write a paper that describes how teams are developed.
  • Explain the health care leader's role in building, energizing, and leading teams.
  • Discuss what causes a team to be dysfunctional.
  • Additionally, you should include strategies that leaders can use to resolve the issues facing a dysfunctional team.

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Running Header: ANALYSIS OF TEAM DEVELOPMENT Analysis of Team Development Institutional Affiliation Student’s Name 1 ANALYSIS OF TEAM DEVELOPMENT 2 Introduction A team is established by singling out persons from contrary backgrounds. An organizer or a team leader develops a team by considering the roles that suit specialty, interest levels of team members, and personality. If an organization augments a team based on Tuckman’s theory of team development, team associates who operate like stranger come together to accomplish common goals and are highly successful. The prime purpose of this paper is to offer recommendations that strengthen the effectiveness of teams, particularly in task execution and development. The recommendations provided will cultivate team development in addition to empowering the team to intensify its efficacy through task accomplishment. ANALYSIS OF TEAM DEVELOPMENT 3 All teams experience five facets of team development. First, some milieu on team development: Bruce Tuckman, a professor in psychology, determined four steps of development namely Norming, Storming, Forming, and Performing which he published in 1965. His supposition was based on research done on team dynamics and he believed the aforementioned stages were inevitable for a team to develop to a point where they function effectively and convey top-notch results. Tuckman and Mary Ann jointly added a fifth phase to the initial four stages in 1977 called the adjourning stage; therefore we now have five stages that contribute to team development. In stage one which is forming, team members are uncertain about roles and look for guidance from outside. Since they come from dissimilar fields, they neither develop nor trust each other. People feel apprehensive and dubious of their duties and look to the team leader for guidance (Tuckman, 1965). A team leader holds a critical role in this stage since team members’ responsibilities and roles are not clear. Stage two identified as storming is where individuals start pushing in opposition of boundaries instituted in stage one. There is a growing confidence in the team and a rejection of outside authority. Team members oppose the task demands, refuse the task, and find reasons not to do it (Tuckman, 1965). People still feel tentative and try to articulate their individuality. Concerns crop up regarding the team hierarchy. The third stage is the Norming stage. Here, there is an open exchange of views in regard to the teams’ problems. The team starts setting up procedures to tackle tasks and people ignore individual differences (Tuckman, 1965), furthermore, team members are more compliant with one another and everyone wants to be part of the team. In stage four, the team progresses to the performing phase where people are concerned with accomplishing the job. Measures are situated to guarantee the absolute objective is attained and resources are allotted efficiently. The team is ANALYSIS OF TEAM DEVELOPMENT 4 well able to resolve problems in addition to effective communication and sharing a common focus. They are more competent and supple as a result (Tuckman, 1965). The fifth phase entails the detachment of relationships amongst team members and an interlude of appreciation for the team’s accomplishments (Tuckman, 1965). Concluding team operations can be disturbing particularly if they have labored jointly for a long duration. Tuckman underscored important observations on his research on teamwork and teams which have resonance today: a team will not be fully effective until it arrives at the phase of interdependence/performing, majority of teams accept storming as a normal way of functioning whereas others may never get beyond forming, unless the Norming process is wholly complete, teams may deteriorate to storming, and the time taken to wrap-up the cycle varies tremendously between teams (Tuckman, 1965). Great leaders are developed by an unending process in education, training, experience, and self-study. Great leaders are recurrently studying and working to advance their leadership skills. Leadership has diverse meanings for various people. Leadership is classified as a procedure whereby a person persuades groups of individuals into achieving a collective goal (Jasper, 2008). This definition is supported by (Cliff, 2012), who describes leadership as a process that entails the capability of influencing or persuading people to achieve the organization’s goal. In a healthcare organization, the function of a leader is geared towards improving health care quality that is availed by the complete nursing team of its quality at parity with the common performance of the organization (Huston, 2014). Other goals the leader may participate in include; increasing the accessibility and affordability of patient and healthcare. A successful leader exhibits personal qualities that aid in surpassing hurdles involved in accomplishing goals ANALYSIS OF TEAM DEVELOPMENT 5 and objectives of the organization which includes integrity, initiative, courage, and the capability to handle stress. The leaders’ proficiency of setting goals, critical thinking, and executing necessary actions towards meeting the goals, communicating skillfully with team members, and collaborating with other people in hospital related work and responsibilities, determine whether or not the organization’s mission and vision would be realized (Davidson, 2010). Being a leader in healthcare means one is concerned with portraying characteristics of a role model and exhibiting signs of a great leader such as excellent communication skills and having integrity (Huston, 2012). A leader must influence their staff to take them seriously. A leader sets the tempo for employees’ work ethic. Cogent leadership in healthcare is essential to the modern healthcare improvement (Stanley, 2008). Healthcare leaders must convey certain styles that are functional for their organizations’ success. Performance improvement is a key aspect in leadership management (Stanley, 2008). I have observed that ineffective teams exhibit several dysfunctional traits. First is a lack of commitment. An absence of clarity and a fear of being incorrect thwarts team members from arriving at decisions in a timely and definitive manner (Lencioni, 2005). Second is the absence of trust. A fear of being susceptible with team members averts the enactment of trust within teams and this occurs when team members are reluctant in being vulnerable with each other in addition to the refusal of mistake admission, weakness, and asking for help (Lencioni, 2005). An absence of comfort among teams means the underpinning of trust is not viable. Third, avoidance of accountability prevents teams from being accountable for their actions. Fourth, fear of conflict exists when teams lack trust and are incapable of engaging in passionate and candid debates concerning fundamental issues. This, in turn, leads to veiled discussions. Lastly, inattention to results whereby team members place their own needs ahead of ANALYSIS OF TEAM DEVELOPMENT 6 collective team goals stems when team members are not held accountable. If the team obliterates from the need of collective achievement the organization will ultimately suffer (Lencioni, 2005). Additional factors contributing to dysfunctional teams include; performance bottlenecks are invisible to top management, a lot is lost in translation due to poor communication lack of follow through. If an organization has undergone a dysfunctional process, there are ways to get it back on the trail. Start by making out the basic prerequisite of the problem. Getting the real source of what is fueling the issue is a gigantic step towards the solution. Do not hover on the team alone. Many organizations possess inherent processes and standard operations that contribute to the problem. By no means do not ignore infrastructure of how people work, this can either set the team up for success or failure (Mackenzie, 2011). The most significant step after identifying the problem’s cause is to understand various issues around it, seek to understand. Be transparent and honest about the issues. Do not carry on as usual without hearing people out. This does not automatically imply you are dwelling on the negative, but sometimes hearing directly from perturbed team members will help in moving forward quickly (Mackenzie, 2011). It is wise to create a tactical action plan whereby each team member should have a list of things they can execute differently and an understanding of how will convey their commitment towards implementing change (Mackenzie, 2011). In conclusion, it is imperative to follow up and revisit how things are unfolding after the completion of work alignment. Did the team change like they said they would? Dysfunction results in devastation. Team members must realize this truth to evade missing opportunities of the teams’ great accomplishments. ANALYSIS OF TEAM DEVELOPMENT 7 Conclusion Team development is critical to an organization’s success. A successful and effective team is essential for the augmentation of an organization. Team building is the most significant ingredient for an effective performing team. The most noteworthy ingredient when founding a team is the people. When goals and purpose are clearly delineated and acknowledged, the team grows to be interdependent and coordinates their aptitude and skills towards the directed results. Being a team is extremely beneficial as each person has their personal views and opinions, also, inside a team, there is more ingenuity due to many brains coming together. Leadership in teams is vital as it affects the team’s performance. An excellent leader positively influences the teams’ performance and is able to deal with conflicts gracefully as they arise. ANALYSIS OF TEAM DEVELOPMENT 8 References Cliff, B. (2012). Patient‐Centered Care: The Role of Healthcare Leadership. Journal of Healthcare Management, 57(6), 381-383. Davidson, P. (2010). Becoming a nurse leader. Elsevier Australia, 258. Jasper, M., & Jumaa, M. (Eds.). (2008). Effective healthcare leadership. John Wiley & Sons. Lencioni, P. (2005). Overcoming the five dysfunctions of a team: A field guide for leaders, managers, and facilitators (Vol. 16). John Wiley & Sons. MacKenzie, C., Garavan, T. N., & Carbery, R. (2011). Understanding and preventing dysfunctional behavior in organizations: conceptualizing the contribution of human resource development. Human Resource Development Review, 10(4), 346-380. Marquis, B. L., & Huston, C. J. (2009). Leadership roles and management functions in nursing: Theory and application. Lippincott Williams & Wilkins. Marquis, B., & Huston, C. (2012). Classical Views of Leadership and Management. Lippincot Williams and Wilkins. Stanley, D. (2008). Congruent leadership: values in action. Journal of Nursing Management, 16(5), 519-524. Tuckman, B. W. (1965). Developmental sequence in small groups. Psychological bulletin, 63(6), 384. Tuckman, B. W., & Jensen, M. A. C. (1977). Stages of small-group development revisited. Group & Organization Studies, 2(4), 419-427.
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