Team Building and Group

2. 1 Tuckmans forming storming norming acting model One of the most common and useful models of crowd management in todays organization is Dr Bruce Tuckmans stratums of police squad development. This model was published in the 1987 in five heads of forming, storming, norming, performing and adjourning. As seen in figure 1, this model demonstrate how, as group develop readinesss, knowledge, and attitude over cartridge clip, their productivity also increase (Barker, 2011). This sidetrack of the group report reviews the motion of our group live on according to the set ups of Tuckmans model.Figure 1 Tuckmans group development method 2. 1. 1 Forming Stage This stage is the initial orientation period. The sections atomic number 18 not fully clear well-nigh the aims and the look of achieving the goals, members do not know each(prenominal) former(a)wise and differents abilities yet and are not familiar with the way the team leader and other members functions. This phase is complete if the members suck in to see themselves as a part of a group. (Barker, 2011) Judging against other groups in this stage, there were get togethers held before the bodily process date, For instance, one of the groups wore blue t-shirts with name badges.Our group had the prime(prenominal) meeting at Mount Cotton before the initial activity started and some of our group members were meeting for the setoff time. Nevertheless, we introduced ourselves, get to know each other and discuss our cogitation experience, shoot background, and interest. In this time we refractory to create and form the work packages and designate responsibilities amongst each other. 2. 1. 2 Storming stage In this phase, members are sorting out their place as team members.After the first stage, members are now more comfortable to work and impart with each other, sharing their opinion and challenging the team leaders authority and advices. In addition, some members may become dissatisfied with running(a) with others which may lead to some challenges. This stage of group development is the start of intergroup interlockings. (Barker, 2011) Each member of our group is from different backgrounds which made it difficult to reconcile and split the tasks amongst us in order to initiate this stage.For example, we had member with work experience and study backgrounds in industrial, civil engineering and architecture. The re dissolving agent that was piece was divided by work packages in relation to our interest and study background. In addition to this we separate each task into two part and formed two smaller groups who could work with eachother efficiently. 2. 1. 3 Norming stage When engagement is established and resolved members will feel comfortable with themselves and each member will accept each others wants and needs.Here norms have been developed, organized religion is high, individual skill can be efficiently developed, and procedures for operation are clear. (Bark er, 2011) Our group consists of different culture backgrounds and ways of thinking which contributed to the difficulty of misgiving each member views and using our differences in a useful way so that trust can be built. After working with the group it was found that our differences were useful and stabilising to develop thought processs. 2. 1. 4 Performing stageThis stage is where you can turn a work group into a team. Conflict happens when the group starts to deal with the main issues. Disagreement in a group can be desirable and inevitable. These disagreements need to be dealt with by the group to move them towards a climate where this can be useful, helpful and purposeful. When dealt with correctly the conflict allows the group to look at all the views and appraise different points of views. The team wont be able to draw close if the conflict is subjugateed.Conflict is essential as it leads the group to shared solutions to troubles (Barker, 2011). This stage was get hold ofd by high performance and working well together as a group. By achieving this we had to have some ideas to know how to work together. We had to look at other groups to learn more and in some cases shared our experiences to other groups. For example, there was a group who was trying to achieve a solution in the wrong and our group helped them to change their primary ideas and suggested another idea for them.Finally, by gaining some idea and mixing with the other groups, we went back to work and could solve problems quickly without deliberations. 2. 2 How well we performed as a team and what improvements do we need to make (Recommendation) Katzenback and smith (1993) observed necessity of pursual(a) approaches in successful teams. 1. Establish urgency, demanding performance standards and direction 2. Selecting members for skills and skill and skill potential, not personality 3. Paying particular attention to first meeting and actions 4.Setting some clear rules and expectations for behaviour 5. Setting and seizing on some(prenominal) immediate performance-oriented goals and tasks 6. Challenging the group regularly, with fresh information 7. Spending time together on work and nonworking activities 8. Exploiting the power of positive feedback, recognition, and rewards. By following the eight item stated by katesenback in figure 2 which displays the strengths and what needs improvement within the teamwork with red representing what needs to be meliorate and blue representing strengths of group activity.As you can see the majority of items 3 and 7 show what needs to be improved within the group. These items came at the first stages of group building and teamwork. To solve this problem we had to talk to get other inputs from other groups to ensure we were on the right track. This became a consistent problem throughout the group work where every aspect of the decisions was decided refinement minute. The strengths can be seen when issues were resolved as discusse d earlier in the conflict stage where solutions were achieved.These strengths can be seen in setting the tasks, challenging the team with fresh information and issuing positive recognition and feedback. Firstly the improvements on communication between the group members are essential in establishing directions and performance standards. Secondly improving participation in group meetings is crucial to achieve the goal of the tea. Lastly, assessing, indentifying and establishing behaviours earlier are essential in order to avoid problems further into the activity. 3. 0 team thinking