Stages of Team Development
In 1965, one of the psychologists by the name Bruce Tuckman discovered the essence of a team, where through his research came up with five steps for group formation. The steps start from the time the individuals meet until the proposed project to be conducted ends. They include forming, storming, norming and performing (Engleberg & Wynn, 2012). During the forming phase, group members are new to each other; hence, it acts as the orientation day. The tasks ahead are not yet precise and clear. At this stage, it is the obligation of the team leader to ensure group integration and cohesiveness. The lead time for this step depends on some factors such as activeness of the members and the time it takes for the members to know each other.
In the second stage, which is storming, the weight and the reality of completing the task hit every person. The initial feeling of excitement has already worn off. The personalities of the members may start to clash. Apparently, the members start to disagree on how to conduct and complete the tasks. In fact, most of them voice their concerns when they feel like someone is pulling their weight down. They even question the authority of the group leader. It is the substantial role of the team leader to remind the members that disagreements are normal (Engleberg & Wynn, 2012).
At norming phase, individuals start to acknowledge and appreciate the strengths of the other team members. The group begins to settle into a groove. Each person is contributing and working together as a cohesive unit. Consequently, personal opinions regarding the project at hand are better conveyed. Also, collective team working is observable at this phase (Engleberg & Wynn, 2012). If any conflicts arise at this stage, it will be easier to resolve them.
In the performing stage, which is the final phase, members are confident, motivated and they are familiar with the proposed project. The roles and responsibilities of members become straightforward and more flexible, unlike in the other stages. Every person is in the same chapter, driving with the full-speed towards the final goal, which is an achievement. Every group strive to reach this final stage, yet most of them don’t make it.
Strong team skills have numerous benefits into each individuals’ life and career. In general, it opens the opportunities for people to meet new individuals, with different skills and competencies. Meeting new people with diverse expertise is significant as it enables individuals to develop strong links, which may assist them throughout their careers (Engleberg & Wynn, 2012). For instance, strong team skills may help me to learn and apply the techniques of resolving disagreement between individuals. In our job setting, many are the times we get irritated and unable to settle conflicts between ourselves (Cummings & Worley, 2014). Some workers are very infuriating, where, through the team skills, it will be easy to transform and resolve any disagreement that may arise. Individuals will have the basis of understanding and acknowledging the presence of every person despite their backgrounds.
To some cases, some co-workers are always negative; hence, team skills can assist to bridge the gap, getting over the hostile members with adverse attitudes. Also, the skills will enhance relationship creation despite the diversity of the group members or workers. Human beings are social beings; therefore, interpersonal skills are significance for better living.
Finally, every individual in the working area has a particular ability and talent. For instance, some people have strong communication and negotiation skills. I will be able to utilize these specific abilities in building up myself to be a better version than before. At the end of the day, I will be able to handle the various tasks, which will make me more relevant in the current dynamic business world.
Despite the fact that face-to-face meetings are preferred the best candidate for communication, virtue meetings have been a great alternative when geographical factors make it difficult for people to assemble in the same room (Fan, et.al., 2014). Previously, I have been involved in several meetings over the internet. With the help of a phone or a computer, every person participating in the meeting communicate and share ideas irrespective of their geographical location. Nevertheless, conducting the meetings or classes online saves time, and also limit the costs of securing a space. Communications can be carried out across the state, or all over the globe, making it more exciting compared to face-to-face meetings.
However, virtual meetings are different from the face-to-face participations, where, there are several challenges associated with it, and one must prepare for the event. In virtual meetings such as teleconferencing or web-based meeting there are the possibilities of technical issues, hence, the need for a backup plan (Fan, et.al., 2014). In face to face participation, things may not go wrong as every member is present and if there are hinges, it is easy to resolve them immediately. For instance, a phone may crash, the connection may be weak, making virtual meetings unreliable and inefficient.
Another difference is that people get distracted and disturbed while staring at a phone or on a computer. It is hard for motivating people to get interested in the ideas discussed via the internet. It is easy to get the full attention of the members in a face-to-face meeting, which is almost impossible when conducting virtual meetings. In online audio meetings, one has no idea on what other people are necessarily doing besides listening.
Lastly, in virtual meetings, use of body language and facial expression may not be practical, unless in devices with a webcam. The challenge is not there in face-to-face communication as people can see each other. Body language enhances effective communication, making the discussion more productive and lively. Therefore, despite the growth in technology for conducting online meetings, face-to-face participation remains the most vibrant way of conducting group meetings (Fan, et.al., 2014).
Cummings, T. G., & Worley, C. G. (2014). Organization development and change. Cengage learning.
Engleberg, I. N., & Wynn, D. R. (2012). Working in Groups: Communication Principles and Strategies, 6th Edition. [Vital Source Bookshelf version].
Fan, K. T., Chen, Y. H., Wang, C. W., & Chen, M. (2014). E-leadership effectiveness in virtual teams: Motivating language perspective. Industrial Management & Data Systems, 114(3), 421-437.