The Features of Productive Working Relationships

Whether groups are formed for social or task oriented purposes, the ability to produce and maintain a sense of affiliation, peer support and collaboration is important for overall group functioning. The cohesion of a social group is produced through the establishment of a set of group norms, which are later defined as a guide for conduct accepted within a group of individuals. However, in order for a group to perform and produce results, the team leader should guide his/her team through the proper stages of group development, which includes the following steps: forming, storming, norming, performing and adjourning. Although teams should follow all these stages of group development, the forming and the norming stages are the most important,

The essence of creating and maintaining a productive workplace is the development of and continual fine-tuning of frameworks that promote team communication, collaboration and trust. A highly effective and productive workplace is one that enables workers to have a high level of autonomy, mastery and purpose in their work while also having a high level of job ownership (Kurland, 54). A productive workplace is one that also meets the fundamental needs of the worker while also providing a cultural and collegial structure they can excel within (Rodgers, 183). A highly productive workplace can also be characterized by having a very strong level of trust between everyone on the team, clear roles defined and the ability to transform complex challenges into achievements by shared task and vision ownership (Rodgers, 183).

Tuckman (1965) suggests that understanding is required in order for teams to reach maturity. Tuckman phases of team development are:

The features of effective team performance are set out in Brian Tuckman’s phases of team development theory, ‘Forming, Storming, Norming, Performing.’ This outlines the phases that a team will go through in order to become effective and reach maturity. At the ‘Forming’ stage of team development individual roles and responsibilities are unclear and each member of the team is concerned to avoid conflict with each other. From this point the team will go through the ‘Storming’ phase which is when they start to conflict as individuals put forward ideas which will be challenged by others in a bid to gain power and position over others. After this the ‘Norming’ phase follows and it is at this point that individual roles are defined and accepted

Before you become team with a common goal you will go through these 4 stages which are forming, storming, norming and performing this this theory will help your team to become productive and perform more effectively.

Task 3 – Understand how to develop and maintain effective working relationships to achieve objectives

As a team leader it is the goal to have the group perform well and as quickly as possible and work through their differences. Many studies suggest that interprofessional teams do not perform effectively due to friction, hostility, and barriers to knowledge sharing (Mitchell, Parker, & Giles, 2011). Forming a team usually is recognized by the stages known as forming, storming, norming, and performing (Mind Tools, 2012). Formatting an agenda that includes expectations, rules, and

The author examines four stages of group development that allows the emerging member to discern purpose, role, and collective views. In stage one, dependency and inclusion marks a member’s reliance on the leader or other extroverted members. In stage two counter dependency and fighting is expected as members seek liberation from their leader and strive to merge their goals. In stage three, trust and structure begin as clarity of goals and relationship building take root. In stage four, members have surpassed the hindrances of lower team functioning such as dissatisfaction of roles, and have embraced goal achievement and task accomplishment. In this final stage, “teams are highly cohesive and can expect to be successful” (Wheelan, 2016, p. 29). That said, the author informs

The five stages of team development were first introduced by Bruce Wayne Tuckman in 1965. His research into the way teams function and coordinate provided reoccurring trends towards very specific points in the life of a team, which became the premises of each of the first four “Tuckman’s Stages.” The fifth stage was co-created by Mary Ann Jensen over a decade later. The five stages discussed in this essay are as follows: Forming, Storming, Norming, Performing, and Adjourning.

There are many theories on the ways that group form and become efficient and effective teams. One of the best-known team development theories was first developed by Bruce Tuckman in 1965 and has formed the basis of many further ideas since its conception.

Psychologist Bruce Tuckman later created a team development model which consisted of five stages: Forming stage, storming stage, norming stage, performing stage and adjourning stage (Management 13th edition, 2015). Each of the five stages builds on the previous one, meaning if any stage was skipped

the complexity of the group dynamics in the current era which makes these groups difficult to represent in a simple model. Furthermore, it fails to recognize that tasks benefiting the group and contributing to the group’s goal can and do happen at other stages than performing (Hall, 2010). Nonetheless, the model offers a useful framework for the group development through its applied perspective and common sense approach (Bonebright, 2010). The forming stage consists of orientation to the task at hand, gathering information on differences and similarities with other members of the group, desire for the acceptance, establishing communication methods and looking for guidance from the group leader (Tuckman & Jensen, 1977).

Work Team development is a dynamic and often difficult process. Most teams find themselves in a continuos state of change and development. Eventhough, most teams never reach full stability, there is a general pattern that describes how most teams evolve. There are five stages of team development, the first stage is forming. In this stage there is a great deal of uncertainty about the teams purpose, structure and leadership. Members are testing the the waters to determine what types of behaviors are acceptable. This stage is complete when members began to think of themselves as part of the team. The second stage is called storming. In this stage there is much intragroup conflict.Team members accept the existence of the team, but there is resistance to the control that the team imposes on individuality. Conflict can arise from numerous sources within the team setting but generally falls into three categories:communication, factors, structural factors and personal factors (Varney, 1989/Townsley). In addition, there is conflict over who will control the team.

On a team, there is a much stronger sense of accountability and ownership regarding individual performance and its impact on the work of the whole (Sosik & Jung, 2010, p. 305). According to Sosik and Jung (2010), “…Team members believe that they not only are accountable for their own performance, but also hold mutual accountability for collective objectives. They develop a high level of trust, and every member encourages others to look at their work from a larger perspective” (p. 305).

This balance is often observed difficult to achieve, especially within the solution teams. This is mainly attributed to the team formation stages as described by the Bruce Tuckman’s model (1965). According to Tuckman, the team formation goes through the forming, storming, norming and performing stages in progression. In the forming stage, there is a high dependence on leader for guidance and direction. In the storming stage, team members vie for position as they attempt to