Case study

"The staff of the lodge is not comfortable with the proposed changes, because they feel that their jobs will be threatened by the new services. Some of the staff feel that they will have to work longer hours or that their responsibilities will increase. Ms Sims communicates the detail of the anticipated changes to the staff and assists in constructing an operational plan for the implementation of these changes. She feels uneasy about the staff's discontent and tries to avoid any conflict. She enquires about the staff's perceptions and fears and agrees to form a team to implement changes. Under pressure to keep both Mr Davidson and the staff satisfied, she also offers that a supplier relationship team may be created to ensure that a successful buyer/supplier relationship is formed and maintained."

Workbook :

A team building process

Stage I: Forming the team

Probable behaviour:

excitement, anticipation and optimism

pride in being selected for the project

initial, tentative attachment to the team

suspicion, fear and or anxiety about the job ahead

This behaviour must be encouraged (ideal behaviour):

attempt to define the task and decide how it will be accomplished

attempt to determine acceptable group behaviour and how to deal with problems

decisions on what information needs to be gathered

discussions of symptoms or problems not relevant to the task

difficulty in identifying relevant problems

complaints about the organisation and barriers to the task

Stage 2: Storming

Probable behaviour:

resistance to the task and to quality improvement approaches different from what each individual member

is comfortable using

sharp fluctuations in attitude about the team and the projects chance of success

This behaviour must be encouraged:

arguing among members even when they agree on the real issue

defensiveness and competition, factions choosing sides

questioning the wisdom of those who selected this project and appointed the other members of the team

establishing unrealistic goals, concern about excessive work

a perceived pecking order, disunity, increased tension and perhaps jealousy

Stage 3: Warming

Probable behaviour:

a new ability to express criticism constructively

acceptance of membership in the team

relief that it seems everything is going to work out

This behaviour must be encouraged:

an attempt to achieve harmony by avoiding conflict

more friendliness, confiding in each other and sharing of personal problems

discussing the team's dynamics

a sense of team cohesion, a common spirit and goals

establishing and maintaining team ground rules and boundaries

Stage 4: Performing

Probable behaviour:

members having insights in personal and group processes and better understanding of each other's strengths

and weaknesses (remember that a weakness can often be a strength overdone)

satisfaction at the team's progress

This behaviour must be encouraged:

constructive self-change

ability to prevent or work through group problems

close attachment to the team

Question 5

What is the most probable behaviour staff will show in the current stage of its team-building process?