Watch the YouTube video “Remember The Titans - Forming, Storming, Norming, Perfo
ID: 449710 • Letter: W
Question
Watch the YouTube video “Remember The Titans - Forming, Storming, Norming, Performing, Adjourning” posted by kpkammer.
Describe any team dysfunction or effective team characteristics demonstrated in the video that may have affected team dynamics and team performance.
Describe the stages of team development that are illustrated in the video clip.
Describe the types of team conflict that were present in the video.
Describe the elements of team cohesiveness that were present in the video clip and their effect on team morale and productivity.
Explanation / Answer
Describe any team dysfunction or effective team characteristics demonstrated in the video that may have affected team dynamics and team performance.
Describe the stages of team development that are illustrated in the video clip.
Forming
The first phase of group development is recognized as the forming stage. The forming stage represents a occasion where the group is just starting to come jointly and is characterized with nervousness and uncertainty. Members are careful with their behavior, which is ambitious by the desire to be conventional by all members of the group. Conflict, argument and personal opinions are avoided still though members are beginning to form imitation of each other and gain an understanding of come again? the group will do together. Some consider this cautious behavior prevents the group from receiving any real work done. However, the center for group members throughout the forming stage is to turn out to be familiar with each other and their reason, not on work.
Storming
The second phase of group development is recognized as the storming stage. The storming stage is where disagreement and competition are at its most. This is because now that group members have an sympathetic of the task and a universal feel for who they are as a group and who group members are, they sense confident and begin to address some of the additional important issues adjacent the group. Such issues can relate to things similar to the group's tasks, individual roles and everyday jobs or even with the group part themselves.
Norming
Once a group take delivery of the clarity that it so very much needs, it can move on to the third stage of group growth, known as the norming stage. The norming phase is the time where the group becomes a unified unit. Morale is high as group members actively acknowledge the talents, skills and experience that each member brings to the group. A sense of group of people is recognized and the group remains focused on the group's reason and goal. Members are flexible, mutually dependent and trust each other. Leadership is communal, and members are willing to become accustomed to the needs of the group. Information flows flawlessly and is not reserved due to the sense of security members sense in the norming stage.
Performing
At its climax, the group moves into the fourth stage of group growth, known as the performing stage. The performing phase is marked by high output. Group members are unified, loyal and helpful. Competence in all members is seen, let for a high level of autonomy in decision creation. Problem solving, experimentation and difficult possible solutions are high as group members are listening carefully on task completion and attainment. The overall objective of the group throughout the performing stage is to complete their task and fulfill their purpose though goal achievement.
Describe the types of team conflict that were present in the video.
1 - Lack of Role Clarity
The project manager is accountable for assigning tasks to each project team member. In adding, they often take for granted that team members appreciate what is being inquired of them. This assumption can be wrong, leading to team members being indistinct on what needs to be accomplished. A good scheme manager takes the time to explain the tasks, their prospect and timeframes around conclusion.
2 - Difference in Prioritizing Tasks
Just because the project boss thinks the task is a milestone, the team member completing the task may not. Team members may be working simultaneously on multiple projects and cannot differentiate the priority of one project’s tasks from another. The project manager should try to explain the importance of the overall project to the company and help prioritize their tasks as needed.
3 - Working in Silos
Often, project team members work independently. They may work distantly or in a dissimilar location from additional project team members. Conflict happens when team members are not conscious of what others are responsibility and are not communicating with one one more. The project manager wants to bring the team together to talk about project status and fence to getting the project completed punctually. If team members working in silos can imagine how they are a part of the bigger image, they will be more motivated and feel like a fraction of the team.
4 - Lack of Communication
Project managers have to foster a clear line of communication flanked by scheme team members. In order to reduce duplication of efforts, the project boss should communicate prospect to all team members. The scheme manager needs to be easily easy to get to to project team members at all times throughout the project. If team members cannot reach their scheme manager or other team members, they may turn in circles needlessly.
5 - Waiting on Completion of Task Dependencies
Some errands cannot be started until other tasks are completed. Team members require to understand the impact of their position on others. For example if one team member is accountable for ordering gear and another for installing the equipment, one task is needy on the other. Conflict can happen if the first team associate is late in completing their tasks.
Describe the elements of team cohesiveness that were present in the video clip and their effect on team morale and productivity.
Trust - Evident when leadership team members are totally comfortable being transparent, truthful and totally open with one another, where they say and authentically mean things like, “I screwed up”, “I need help”, “Your idea is improved than mine”, etc.
Healthy Conflict – Where the chat or discussion is focused on all the facts and everyone can weigh in giving their full and total perspective. Where there is fervent conversation. It is about the issue, not about the personalities. All is on the table so the correct decision can be made.
Commitment – When a decision is made, everybody can commit to it because they had the chance to weigh in. They don’t leave the gathering shaking their head or having side meetings to complain about the choice that was made.
Accountability – It is not the head who holds the team accountable; it is everybody holding each other accountable for the events and results that were committed to in the previous step.
Focus on Results – The association can truly focus on organizational results, not person results. The loyalty of the team is with the team, not with their person section or functional region. No one takes credit for the consequences – it is a team attempt.
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