Group Dynamics Theory Paper

Managing teams and groups is a crucial engagement in the work environment since they are characterized by dynamics and go through development stages that require emphasis to be placed on proper leadership (Management Pocket Book, 2011). A single organization is comprised of many teams, and the overall success of an organization is determined by the effectiveness of the respective teams (Segal & Smith, n.d.). For the purposes of this paper, I will use my participation in a team created to investigate escalating costs in my division to create an understanding about managing groups and teams in the work environment. My experience, as well as that of other members, will be used to conceptualize the application of group dynamics theories and

The Tuckman’s model can be used to explain the team’s development. The model holds that groups go through four development stages (Management Pocket Book, 2011). Forming is the initial stage of group development (Chapman, 2016). At this stage, members are not fully conversant with the group’s objectives (Chapman, 2016). Their roles are also uncertain, and this requires the team leader to clarify roles and objectives (Management Pocket Book, 2011). Storming is the second stage and it is characterized by uncertainty since the level of conflict among members is high (Management Pocket Book, 2011). Members realize that they have substantial differences and constantly disagree on fundamental issues such as leadership and status (Chapman, 2016). The third stage is norming where members start accommodating each other and figures out how to work together (Chapman, 2016). The last stage is performing, and it is the most productive stage of a group (Chapman, 2016). At this stage members understand their roles in the group and channel their efforts towards the realization of group goals (Management Pocket Book, 2011). At the storming stage, the leader spent most of his time communicating the goals and role of members. He used conflict management skills at the storming stage to reduce conflict to a manageable level. Forming and storming stages occurred during the first day of the

d.). Conflict refers to tension among individuals or groups that emanate from a feeling that one party has taken an action that seems to affect the other party negatively (Segal & Smith, n. d.). Conflict can be healthy or unhealthy depending on its impacts. Healthy conflicts support the realization of organizational goals while unhealthy conflict constrains the same (Levi, 2011). Conflict resolution approaches include accommodation, compromise, avoidance, confrontation, and collaboration (Levi, 2011). The team leader used the compromise approach to conflict resolution. This approach involves encouraging parties in a conflict to make some sacrifice to accommodate the interests of the other party (Levi, 2011). The leader encouraged members not to be hardliners and this simplified conflict resolution. Johari Window model provides a perspective to understanding the benefit of the leader’s openness. According to Mind Tools (n.d.), “a leader can build trust by disclosing information about himself to the subordinates.” The leader ensured team members understand him thus building