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Introduction

Team Development Model

From a personal perspective, I will use the forming, storming, norming, performing, and adjourning model of team development. Wright (2013) indicates that Bruce Tuckman developed this team development model and maintained that the five stages were important for team growth. Also, the phases can enable teams to face up to problems, to tackle and solve problems, to plan work, as well as to deliver results. During the forming stage, members get acquainted with one another and understand the scope of a project. They establish ground rules by finding out acceptable behaviors with respect to interpersonal relations and the project. The storming phase is marked with high level of internal conflict while the norming stage is characterized by close relationship development and group cohesiveness. Performing stage is associated with fully functional and acceptable team that aims to accomplish project goals. During adjourning phase, a team prepares for its disbandment.

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Models of Team Development

5 Stages of Team Development

Forming

Storming

Norming

Performing

Adjourning

The Forming Phase, this is the initial phase. Teammates are introduced and take the time to understand the scope of the project they are undertaking. During this phase, ground rules are established, and acceptable behaviors are found. The Storming Phase, the second phase is known as the Storming Phase. This phase marks when defined roles are established for each team members. This phase is marked with a high level of internal conflict. The Norming Phase, the third phase in series is called the Norming Phase. During the Norming phase, the team is characterized by developing close relationships and working towards group cohesiveness. The Performing Phase, the fourth phase is the Performing Phase. The Performing phase is associated with the team being fully acceptable and functional to accomplish any goals within the project. The Adjourning Phase, the final stage in this model is the Adjourning Phase. In this final phase, a team prepares for adjourning or disbandment. If a team is able to form, storm, norm, and perform in the ways identified above, they are sure to benefit immensely and grow as a unit.

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Preparation for the Team

First, I will establish ground rules for the team’s operations. To be effective, team members must be clear about how they work together. A team must have a common identity, share same values, goals, plus objectives. Great communication skills are required to instill that each member of the team is well informed. Ground rules will provide guidance for needed behaviors and expectations. Once the ground rules have been established and agreed upon, a team will define each member’s roles and responsibilities. Decision making is also an important aspect of teamwork. With this in mind, team members will determine decision making process and conflict resolution approach. Moreover, I will outline the team’s vision, mission, objectives, plus performance measures. Finally, I will determine team processes such as the need for high team involvement levels for decision making.

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Icebreakers

Performance training

Development and Training

“How can your company learn, grow and succeed if people are afraid to be themselves, voice their opinions and genuinely show that they care about the brand and team? Having the company become a sort of safe space allows for brilliant ideas to flow and for problems in your company to be flagged and addressed head-on.”

Training and Development Activities

As a human resource manager, I will use the icebreakers approach to team building, team self reflection exercises, and fishbowl conversation technique for trust-building and productivity within a team. According to Barkley, Cross and Major (2014), icebreaker exercise aims to bring people together, get them go together through shared experience, solve problems, manage limited resources, and make decisions. A team self reflection exercise aims at building trust among team members. It is important for a team to not only self-reflect, but also evaluate its performance without frictions. A fishbowl conversation technique can help in organizing constructive discussion among team members on a particular topic. In essence, the technique helps members manage debate on a topic and maintain it under control even if many individuals are participating.

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Team commitment

Employee Engagements

Incentives

Trust and Effectiveness

Measuring Trust within Teams

Team commitment will help in identifying whether or not trust exists in the team. Costa and Anderson (2011) define team commitment as the relative strength of a person’s identification with plus involvement in a given team. Team commitment can be categorized by: strong belief in and acceptance of a team’s goals plus values, willingness to exert considerable initiative on behalf of the team, and strong desire to remain a member of a team. High trust among members is more likely to lead to higher commitment to a team because it reinforces positive actions which are necessary for positive expectation toward team members.

With regards to team effectiveness, I will measure employee satisfaction levels after the third month, employee engagement levels after 6 months, and employee advocacy score after 9 months. Employee satisfaction index helps in determining the extent to which workers are happy with their job (Albrecht, 2010). This measure will help in determining employees’ feelings about their leaders and development opportunities. Albrecht (2010) indicates that employee engagement level helps in determining the extent at which workers are ready to devote themselves to an organization’s mission and vision. Employee advocacy score, on the other hand, helps in determining the extent at which employees are willing to become public representatives of an organization.

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Albrecht, S. L. (Ed). (2010). Handbook of employee management. Northampton, MA: Edward Edgar Publishing Limited

Barkley, E. F., Cross, K. P., & Major, C. H. (2014). Collaborative learning techniques: A handbook for college faculty. John Wiley & Sons.

Costa, A. C., & Anderson, N. (2011). Measuring trust in teams: Development and validation of a multifaceted measure of formative and reflective indicators. European Journal of Work and Organizational Psychology, 20(1), 119-154.

Wright, E. (2013). Project team development and how to accelerate it. PM World Journal, 2(10), 1-7.

References