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Module 2 Case- Team Development

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Module 2 Case- Team Development
Please write a 2-3 page paper in which you characterize how teams behave at stages of team
development in the following scenario:
Suppose that you have been assigned to analyze a work team at a medical facility. The team has
been working together for eight months. Relationships that were formerly strained and
competitive are now functioning in a more harmonious and cohesive manner. However, the work
team does not yet function in a collaborative manner.
Given the information above,
(a) Provide your best guess as to the current stage of the team building process. -Justify your
opinion**.
(b) Explain to a new colleague what he might expect to see in terms of team behavior by
describing the typical characteristics of that stage of team building.
Expectations:
You will be expected to provide a scholarly basis for your response. Your opinions should be
justified with evidence from the literature. References should be cited properly in the text of your
essay, as well as at the end. Several scholarly references should be cited for this assignment.
Please limit your response to 3 pages maximum.
TEAM BUILDING

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Team building is not something that every organization considers to be of high priority
although it should be. “As the business world becomes ever more competitive, businesses in
every economic sector are becoming aware of the need to take advantage of every opportunity to
outcompete their rivals and this has come to include team building” (Chive, 2011). Team
building as a practice is effectively recognized as a way in which members of a particular
organization are recognized not as individual workers but as a part of a team. As is the case with
most teams, there are certain phases that are presented in the success of team building; within
each phase, group members will experience different things both individually and collectively.
There are four primary stages incorporated in the process of team building and these
stages include forming, storming, norming, and performing. Forming, listed as the first stage in
the team building process, is the portion of team building wherein new employees are added to
the workforce and are thrown in with persons that have already completed this phase, sometimes
repeatedly depending on the organizations employee retention rates. During this phase, new
additions will likely exhibit excitement and uncertainty which carries with it stress; stress brings
about errors in job performance which can also create stress for longer standing employees. “On
the surface, most people will be cordial and friendly as they meet and interact with the new team
members, but internally there are often a lot of unanswered questions that can cause stress”
(CCN, 2012-2013).
The second phase of team building is referred to as storming; it is within this phase that
participants within the team might begin to compete with one another and negative attitudes are
exposed. Unlike the first phase where participants are still relatively polite and quiet, it is in this
stage that comfort levels in organizational tasks are apparent which allows extra time for social
competition amongst other group members.

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Stage three of team building is annotated to be norming; it is within the norming stage
that the team begins to “settle on a set of rules and standards as to how things will be done”
(CCN, 2012-2013). It is during this stage of team building that individual attitudes are set aside
and a general method of conducting business is established. Additionally, it is at this stage that
group members begin to be more cordial and professional with one another while they conduct
their tasks.
The final stage of team building is registered as performing and this particular stage of
team building is important because it is within this stage that “the team begins performing as a
cohesive unit that respects and trusts each other. They know what to expect from each other and
this yields a sense of comfort, confidence and consistency” (CCN, 2012-2013). It can be viably
argued that no organization can yield true, unadulterated success until teams have reached this
particular phase of the team building process. A note to be taken in respect to organizations that
might have a high turnover rate is the understanding that this phase might never be obtained.
Organizations that have high turnover rates are consistently integrating new employees which
ultimately reverts the entire team back to the first phase of team building; forming.
This particular case study would accurately reflect a team that has accomplished the first
and second phases of the team building process but seems to be stuck in the third phase of the
team building process; norming. The team has apparently gotten over the issues of strife between
group members and competitiveness amongst one another as they are now able to work in a
harmonious and cohesive manner; unfortunately, the group still remains unable to work in a
collaborative manner which is a necessary facet of the performing stage of team building.

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