What went “wrong?”
•Lack of a clear path: Because of outdated ways of working
together.
• Lack of envisioning: The committee lacked clear vision of the
future.
•Poor conflict strategies: The failure to agree on how to handle
conflict.
•Poor planning: Resulting from the failure to have a team action
plan (Zofi, 2012).
Organizational behavior and team
development
•Cook (2009) asserts that team development is something that
can be developed within an organization.
•To facilitate efficient team development, the committee should
understand its role.
•Excellent performance from the committee will result in
efficiency in the company.
•Team development will guarantee achievement of company
objectives.
Stages of team development
•In 1965, Bruce Tuckman developed the best scheme for group
development (Alanis, 2014).
•Initially, only four stages of group development were identified
by Tuckman.
•These stages included: performing, norming, storming and
forming.
•About ten years later, Tuckman added the final stage referred to
as adjourning. These stages are elaborated as follows.
Continued
•Forming stage: Involves introduction of members (Cook, 2009).
•Storming stage: Individuals get to know each other better.
•Norming stage: Members get to understand and appreciate one
another.
•Performing stage: Individuals are familiar with each other and
can work unsupervised.
•Adjourning: Individuals pat ways after achieving the set
objectives.
Building successful teams
•According to Alanis (2014) create a team of talented members.
•Ensure that the members possess a sense of direction.
•Establish useful and efficient operational procedures.
•Make sure that active reinforcement procedures are in existence
so that to members of a team can feel their input is of value.
Importance of team development
•Members get to learn from each other: Individuals are different
thus possess different qualities (West, 2012).
•Team development enhances relations among employees:
Teamwork ensures that individuals work together as units.
•Team development develops grounds for the establishment of
healthy competition.
•Team development prioritizes work.
Continued
•Teamwork guarantees achievement of company goals and
targets.
•Team development ensures that company tasks are completed
faster (Group Behavior and Teams, 2014).
•According to Cook (2009) team development improves on
communication strategies.
•Companies that have incorporated team development into their
operations benefit from certain long-term benefits.
Factors influencing team performance
and development
•Get to know the rest of the team members: Members have the
responsibility of knowing each other.
•Define roles and duties: The leadership of a team should define
the roles of members.
•Be proactive with feedback (West, 2012).
•Acknowledge and reward.
Managing conflict
•Develop and appreciate the need of acknowledging success both
in the short and long run (Group Behavior and Teams, 2014).
•Institute a positive working relationship among the committee
members as well as the employees.
• Ensure that the roles of members are well defined.
•Ensure that all the employees and concerned parties are involved
in decision making.
References
•Alanis Business Academy (2014) Episode 158: Tuckman’s Stages of Team
Development. Retrieved
from https://www.youtube.com/watch?v=OhSI6oBQmQA
•West, A. (2012). Part 2: Developing Teams. Effective Teamwork: Practical
Lessons from Organizational Research (3rd Edition). Wiley-Blackwell. Hoboken,
NJ, USA.
•Cook, S. (2009). The Stages of Team Development. In Building a HighPerformance Team: Proven techniques for effective team working (pp. 27-36).
IT Governance Publishing. Retrieved from
http://www.jstor.org/stable/j.ctt5hh47q.9
•Group behavior and teams. (2014). Pearson Learning Solutions. New York, NY.
•Zofi, Y. (2012). The Three Stages of Virtual Team Development. In A
Manager's Guide to Virtual Teams (pp. 15-28). New York; Atlanta; Brussels;
Chicago; Mexico City; San Francisco; Shanghai; Tokyo; Toronto; Washington,
D.C.: AMACOM Division of American Management Association International.
Retrieved from http://www.jstor.org/stable/j.ctt1d2dq05.
