identify and analyze each of the five stages of group development as they pertain to your final project case study. Produce a final Tuckman's model for your group.

Please help me write the feedback to the following classmates

BOB

The FSNP(A) model describes and proposes guidelines for how a team acts throughout its lifetime. The team members are identified, roles are designated or established, relationships form, and leadership styles progress as the team dynamic matures.

The punchy slogan helps recognize and appreciate team dynamics, and to offer insights into foreseeable behaviors and obstacles. A clear understanding of the lifecycle of a team can help improve desirable output.  The stakeholders in the soda case may use the FSNP(A) to visualize the larger goals beyond their individual needs or ambitions. The organization needs to be profitable in the first place in order to offer any jobs to anyone. Therefore, all decisions ought to serve the ultimate goal of supporting the company's long-term success.

 

If we (or maybe it's just me) suspend our late capitalism cynicism, we can assume that the final hiring will reflect the company's goals rather than any bias by individuals in power positions. If that's granted, then by keeping the larger needs of the company in mind, the candidates can feel confident that the best choice was made regardless of their solipsistic perspective.

 

Forming: A team is commissioned to create/review the hiring process for the new positions.

 

Storming: Hopefully the HR team has a disinterest in the new jobs themselves and can make impersonal decisions. Conflict may arise over who makes what choices for what reasons.  

 

Norming: Best practices are reviewed and evaluated for fit with the assigned goal of candidate selection. The team understands each other's roles and aptitudes. The hiring practices are streamlined and agreed upon.

 

Performing: The hiring practices are put into practice. The HR team works together to narrow down the potential candidates based on agreed upon criteria.

 

Adjourning: The task is complete and the team is either disassembled, or handed a new challenge.

 

I think Storming is called Storming because it is the point of greatest challenge or resistance within the team dynamic. While this period can be highly productive and creative, it can also result in lasting distrust or hurt feelings. I think the best way to move through Storming while maintaining that positive energy is to recognize it for what it is. That's what I see as the greatest value of Tuckman's outline, is that it helps team members and leaders be self-aware of the process. Team members need to accept that conflict is an essential part of teamwork, and if everyone can look to the same long-term goal, they can navigate the conflict successfully.

 

Rosemarie

How does Tuckman's theory of the five stages of group development help you to understand your selected case study? 

 Tuckman's theory helps me understand that as teams work together they become better acquainted. By becoming acquainted, they begin to collaborate and perform positive group work which leads to successful results. In reading Tuckman's theory, I immediately thought the individuals who will be selected for the positions at the new facility will need to begin at the "forming" stage of the process to contribute to the success of the expansion. As with a "fresh start." 

On the other hand, I recognized the "storming" stage with the "high-potential candidates who communicated if they are not selected, will seek employment outside of the organization" (WCM 610 Final Project Case Study Two, n.d.). According to the research of Mind Tools (2022), in the storming stage conflict can arise between team members as their true characters are revealed and may lead team members to challenging leadership authority or management style. This behavior may thwart the company's expansion mission or team goals.

 

How can you apply each piece of the group development process to your case study?

Forming ("new teams, new dreams") - leaders will review all candidates and gain an understanding of how each team member feels in their new role at the new facility, provide thorough details about expectations, and clarify job roles. This is a great time to explain team goals and direction.
Storming ("ironing" out conflicts) - employees in their new job roles may experience anxiety, have team clashes, or may begin to question (or doubt) leadership or decisions that are being made. HR, Legal, and the Managers may have opposing opinions on team direction, laws, or roles. Constant communication and compromise are essential in this stage.
Norming ("Houston, we have lift off!") - employees begin to understand their roles and the function of the team. Employees have a voice, a sense of normalcy and purpose, and are more interested in social and collaborative team projects and activities. Best practices and methods are applied in this stage (what will work best for the greater good).
Performing (together, "we" can do it) - everyone shares and understands the company strategy and is now focused on meeting the company's (or team's) goals. Managers are often not needed as much, teams are more independent and reliant on group interaction.
Adjourning (team, it's time to return home) - mission accomplished! The team's goals have been achieved, and members now go their separate ways and begin working on other teams.

 

How can an effective team-building process help to prevent issues from occurring with a dysfunctional team?

There is no sure method of preventing issues from occurring with a dysfunctional team, but issues can be minimized. Effective communication and addressing conflict immediately helps to engage the team, establish rapport and trust, and foster team collaboration. Incorporating Tuckman's theory, leaders can provide guidance to their team, help the members understand their voice matters, and that everyone equally shares in the project's success. 

 

What do you see as being your greatest challenge in applying Tuckman's theory of group development to your selected case study as well as to your organization's specific conflict?

As with the case of "some site leaders changing the day-to-day operations of their site to positively impact their site's performance metrics on a very short-term basis" - everyone must understand and remain focused on the company strategy, customer needs, and the long-term company goals. Tuckman's theory doesn't take into account that time and patience must be invested, there may be setbacks, and team members may not become as confident as desired. Tuckman's theory is not a "one and done" approach, the process has to be continually reviewed to assess where your team is at - and make any necessary changes to get back on course.

Thanks for the great small-group interaction, it has been stimulating. I wish you much success in your life's journey!