Team Development Process

Teams are an integral component of organizational success. They take on many forms and functions and can have various structures. Teams also conduct a wide variety of projects with goals of innovation or mitigation. An example, from my experience, of a project that required the execution from a team was the establishment of a finished goods inventory program within a paper manufacturing company. A project of this magnitude required that a diverse and multifaceted team be assembled.

Over the past two decades, it seems that teamwork has become increasingly important and more companies have formed different teams and groups for various purposes (Samson & Daft, 2012). It is proved that good teams can be highly productive, however, not every team is successful (Samson & Daft, 2012). Forming a team can be time consuming and there are many problems related to teamwork, for example, social loafing might reduce the effectiveness of a team. Therefore, it is crucial to know how to develop a good team with less time and less effort. Bruce Tuckman in 1965 developed the popular model for effective team building. This model identifies four stages of team building which are forming, storming, norming and performing (Tuckman, 1965). Later on, Tuckman added a fifth stage: adjourning to the model (Samson & Daft, 2012). The five-stage team development model provides a guideline on how team works by using simple and easily understandable words. However, there are some limitations of this theory as well. This paper in the following will discuss both the utility and the limitations of Tuckman’s team development stage model. Then it will provide some suggestions based on the limitations of the model.

The assessment of a high performing team has come to pass and acknowledged. The leadership responsibility develops progressively into work that is conducted remotely, traditional company boundaries are becoming more permeable and collaborations are essential. Developing a team remains as challenge. Enthusiastic, striving, and proficient individuals are always an advantage, but they often signify different purposes, products, and can compete for influence, resources, and advancement. Katzenbach and Smith identify three types of teams. These teams consist of task forces or project groups. Slide 10-3 illustrates their components and functions. Katzenbach and Smith use a triangle to categorize the basics of teams: performance results, personal growth, and collective work. The outer perimeter focuses on skills, accountability and commitment (Barrett, D., 2014). Substantial performance encounters motivate teams unrelatedly of where they are in an organization. However, teams cannot arise s without a routine challenges that is significant to those engaged. Teams that work towards the goals and objectives of a project will encounter different undertakings as part of the action process. To improve communication and involvement, teams use methods that are intended to inspire teamwork, such as outcome-oriented meetings and regular clusters. Teams correspondingly analyze data to make guarantee improvement exertions

The introduction of a new member (Jack) into the team implies that the team had to begin at the earlier stages of developing a team and build a new relationship with the individual within a short period. The addition of Jack Swigert into the team implies that the team members had to work under pressure to build an effective team that would perform effectively. The introduction of a new member affected the team in there was poor communication as seen when Jack makes a mistake in the simulator. There was a moment of silence between the team members indicating that it was difficult for the team to cope with a new member. This change could have been managed differently by ensuring that the members of the crew together with their substitutes worked and trained together before the mission in order to ensure effective team development. This would be effective because the team members would have an opportunity to understand the personalities about each other and eliminate the element of poor communication and interaction when new members are introduced to the team.

As an engineer, I have participated and led group actives to achieve common goal, however a lot time is wasted in trying to get teams to agree on the same goals. Understanding the basic team formation framework leads clear path to meeting the business needs by going through four stage process mutual acceptance, communication and decision making, motivation and productivity, and control and organization. The four stages are a helpful framework for recognizing a team's behavioral pattern and having a way to

Correspondingly, Tuckman’s (1965) four stages team development model is idealized in our group and help exploring team dynamics. Initially in the forming phase, group members tend to identify task in terms of its

At some point of our academic or professional history, we were required to work with our peers, we know or barely know. This opportunity are great instrument to learn and expand our experience and social circle. Initially it could be stressful, and time consuming, but if done well the result would be extremely rewarding, it is called teamwork.

“Coming together is a beginning; keeping together is progress; working together is success.” -Henry Ford. This quote was one of the key ideas that led him to success. Henry Ford went from working on his family 's farm to mass manufacturing cars. Early on Henry Ford realized his goal in life, he has countless achievements, and has a forever lasting legacy.

It takes extraordinary leadership to assemble great teams. Leaders who are not reluctant to course right, making challenging choices and launch principles of implementation that are continually being met – and enhancing them at all times. Whether in the working environment, expert sports, or our nearby community, team building needs a keen understanding of individuals, their merits and what makes them eager to work with others. Llopis mentioned, “Team building is both an art and a science and the manager who constantly brings out great performance teams is worth their weight in gold” (2012).

Every group can become a team if its members are committed to a common purpose, set specific performance goals and hold themselves mutually accountably for the team’s performance which can increase the chance of success of a project.

The team is the most important asset of any project; an effective team has a common objective, complementary skills and mutual accountability. The four stages of effectual teams and their growth was first developed and published by Bruce Wayne Tuckman (1965). His theory, “Tuckman’s Team Development Stages” (Forming,

At first glance, one would assume that this book would be like other books that were designed to repair work group issues either overly opinionated or disassociated with real world relevance’s. Creating effective teams was anything like the books I have read in the past, as a matter of fact, the first six chapters was awe-inspiring and thought-provoking. The author gracefully transitions each chapter beautiful, Chapter one set the tone for the other chapters by asking “Why Groups”; the methodology behind that forced the readers to think outside of the boxes not to mention it smoothly transition to five other supportive Chapters. Chapter two described different ways wherein larger organization could potentially aid groups to become more successful, whereas Chapter three discusses how groups can develop and function systemically, while Chapter four visibly frameworks the characteristics of productive teams; Chapter five and six diplomatically define the characteristics of effective members and effective leaders, respectively.

This article describes eighteen characteristics of effective teams across input conditions and teamwork processes, which have been identified from the literature.

In 2008, the first year to launch the new training or workshop to all departments we selected four to five staff from each department to join the workshop and train up them to be the departmental trainer by classes and courses. But the result and the feedback from the trainer is not too positive and effectively, because the training for them is so new and they can’t always apply in work to build up the team in the department.

To fully discuss this topic, we must start with a simple definition of a team. Jon Katzenbach and Douglas Smith define a team in their best-selling book The Wisdom of Teams (Harper Business Essentials 1994), as