Value of Teams

There are five stages of team growth, and each level presents its own problems as the group strives to become a cohesive whole by cooperating. The organization can plan and carry out specific actions at each level of group development in order to accomplish team missions. The only way a team can achieve its goals is if each member supports the others. A thorough examination of each stage of team growth will improve problem-solving for group issues before they obstruct the development and success of society. It is not advisable to handle a team in the same manner at each level of development because each level requires separate support actions (Heathfield, 2017). The behavior of the group leader should adapt to the ever dynamic needs of the team at each stage. The leader also reports to a manager who acts as the team sponsor, and he/she must understand and offer support whenever needed by the team at each stage of development.

The first stage of team development is referred to as the forming stage. The forming step involves to a time when the team is characterized by uncertainty and anxiety because the group has just started coming together. Led by the drive to be accepted by all team members, individual constituents of the group remain cautious with their mannerisms thus avoid controversy, conflict and personal opinions. Members practice restraint in their conduct despite them starting to form impressions about each other and gaining understanding which may in eventuality minimize progress on work done (Jarrow, 2012). The aim of the forming stage for group members is to develop familiarity between constituents and their purpose of coming together, not necessarily about the job.

Regular outcomes of this stage include gaining an understanding of the purpose of the group, determining the organization of the society, responsibilities, goal discussions, outlining rules and discovery of available resources for the team's use.

The second stage of team development is referred to as the storming stage. The storming level is where competition and conflict are at peak. The reasons attributed to this is because the group members seem to have an understanding of the task at hand and have a general feel for who team members are and who they are as a unit thereby they begin feeling confident and addressing essential matters about the unit. Such issues include the team's tasks, individual responsibilities, and roles or even among the group members themselves. The more dominant of the team members emerge at this stage while the less confrontational members continue to suppress their feelings just as they did in the previous step. At this level, every member develops an increased need to get clarification. Questions surrounding authority, rules, leadership, responsibilities, evaluation criteria, structure, and reward systems arise during this stage (PROJECT-MANAGEMENT.COM, 2016). These issues have to be answered before the group can move to the next level even though not all units move past the storming stage.

The third stage of group development referred to as norming is where the team becomes a cohesive unit and is moved to by members after getting the clarity they seek. Morale is high at this level as members readily recognize the talents, experience, and skills that each person brings to the team. The group remains focused on its goal and purpose thereby establishing a community sense. Constituents are interdependent, flexible, trust each other and leadership is shared as members are ready to adapt to the team's needs (Jarrow, 2012). The members feel a sense of security thereby resulting in a seamless flow of information.

The group moves to the fourth level of development known as performing stage at its peak and is identified by high productivity. Team members are loyal, unified and supportive as competence by everyone is seen thus allowing for a quorum in decision making. Constituents are focused on achievement and completion of tasks resulting in high levels of problem-solving, testing and experimentation of possible solutions. At this stage, the overall objective of the constituents is to fulfill their purpose and complete their mission through goal achievement.

The final stage of team development is referred to as transforming. At this level, the group is performing so well coercing members to believe that it is the most successful unit that they have ever been part of to date (Heathfield, 2017). The team has accomplished its purpose, and it is time for group members to pursue other endeavors.

Stronger team skills might benefit me by fostering creativity and learning in me. It might also help in building trust especially on other people thus establishing healthy relationships. I can use teamwork skills in my job by volunteering to be the arbitrator in conflict resolutions. Whenever conflicts arise at the workplace, fellow employees are usually forced to resolve the misunderstanding themselves instead of going to management. I would offer myself as the official arbitrator in the office whenever conflicts arise.

Participating in a virtual meeting is very distractive. Without discipline and focus, one can easily stray away from the objective of the meeting mainly due to background noise and lack of technical know-how on how to use the technology. A virtual conference is less efficient compared to a face-to-face meeting in that it tends to be longer especially if there are technical difficulties and because everyone sits on mute while waiting for the discussion to come to an end. Face-to-face meetings are shorter because there are inclusive participation and higher pressure for people to get to the point.

A conference call does not encourage participation most of the time because people mostly sit in a corner somewhere during a virtual meeting and turn their back compared to a face-to-face interaction where individuals are in the same room. It is challenging to get clarity of meaning during web-based sessions due to misunderstanding resulting from either lack of communication or the medium not being conducive. It gets even more challenging to raise your hand compared to a face-to-face meeting.

Reference

Heathfield, S. M. (2017, March 1). What Are the Stages of Team Development? Retrieved from The balance: http://www.thebalance.com

Jarrow, C. (2012, October 23). 5 Reasons Why Meeting Face-Face is Best. Retrieved from time management ninja: http://www.timemanagementninja.com

PROJECT-MANAGEMENT.COM. (2016, November 25). The Five Stages of Project Team Development. Retrieved from project=management.com: http://www.project-management.com