Forming
In the Forming stage, personal relations are characterized by dependence. Group members rely on safe, patterned behavior and look to the group leader for guidance and direction. Group members have a desire acceptance by the group and a need to be know that the group is safe. Rules of behavior seem to be to keep things simple and to avoid controversy. Serious topics and feelings are avoided.
Professor Sandra Thiel had divided the class into group of 5 people and had given them a major group assignment worth 30% of final grade.The task was to analyze a seven-page case and to come up with written analysis. Christine was elected as a "Team Coordinator" at the first group meeting.
Storming
Storming is characterized by competition and conflict in the personal-relations dimension an organization in the task-functions dimensions. As the group members attempt to organize for the task, conflict inevitably results in their personal relations. Individuals have to bend and mold their feelings, ideas, attitudes and beliefs to suit the group organization. Because of "fear of exposure" and "fear of failure", there will be an increased desire for structural clarification and commitment. Although conflicts may or may not surface as group issues, they do exist.
Diane was quiet and never volunteered suggestions, but when directly asked, she would come up with high quality ideas. Mike was the clown. He was playful, never serious and didn't prioritize his work. Steve was the business-like individual, always wanting to ensure that group meetings were guided by an agenda and nothing the tangible results achieved or not achieved at the end of every meeting. Janet was the reliable one who would always have more for the group than was expected of her. Christine saw herself as meticulous and organized and as a person who tried to give her best in whatever she did.
Norming
In the Norming stage, interpersonal relations are characterized by cohesion. Group members are engaged in active acknowledgment of all members’ contributions, community building and maintenance, and solving of group issues. Members are willing to change their preconceived ideas or opinions on the basis of facts presented by other members, and they actively ask questions of one another.
Christine had called everyone to arrange a meeting for a time that would suit them all but seemed to be running into a roadblock. Mike couldn't make it. In fact, he seemed to miss most meetings.
Performing
Performing stage is not reached by all groups. If group members are able to evolve to stage four, their capacity, range, and depth of personal relations expand to true interdependence. In this stage, people can work independently, in subgroups, or as a total unit with equal facility. Their roles and authorities dynamically adjust to the changing needs of the group and individuals. By now, the group should be most productive. Individual members have become self-assuring, and the need for group approval is past. Members are both highly task oriented and highly people oriented. There is unity: group identity is complete, group morale is high, and group loyalty is intense.
While Christine was in the cafeteria, she saw her OB group and joined them. The discussion was light and enjoyable as it always was when they met formally. Sandra Thiel had frequently told them that if there were problems in the group, the members should make an effort to deal with them first. If the problems could not be resolved, she had said that they should come to her. Mike seemed so distant, despite the apparent camaraderie of the first meeting.
Adjourning
Adjourning involves the termination of task behaviors and disengagement from
relationships. A planned conclusion usually includes recognition for participation and
achievement and an opportunity for members to say personal goodbyes. Concluding a group can create some apprehension - in effect, a minor crisis.
All the others had done their designated sections, but Mike had just handed in some rough handwritten notes. Mike was having problems with her girlfriend. Yet, it's still a group project. The final mark would be peer evaluated. This meant that whatever mark Sandra gave them could be lowered or raised, depending on the group’s opinion about the value of the contribution of each member. She was definitely worried.
Christine had called everyone to arrange a meeting for a time that would suit them all but seemed to be running into a roadblock. Mike couldn't make it. In fact, he seemed to miss most meetings.
Performing
Performing stage is not reached by all groups. If group members are able to evolve to stage four, their capacity, range, and depth of personal relations expand to true interdependence. In this stage, people can work independently, in subgroups, or as a total unit with equal facility. Their roles and authorities dynamically adjust to the changing needs of the group and individuals. By now, the group should be most productive. Individual members have become self-assuring, and the need for group approval is past. Members are both highly task oriented and highly people oriented. There is unity: group identity is complete, group morale is high, and group loyalty is intense.
While Christine was in the cafeteria, she saw her OB group and joined them. The discussion was light and enjoyable as it always was when they met formally. Sandra Thiel had frequently told them that if there were problems in the group, the members should make an effort to deal with them first. If the problems could not be resolved, she had said that they should come to her. Mike seemed so distant, despite the apparent camaraderie of the first meeting.
Adjourning
Adjourning involves the termination of task behaviors and disengagement from
relationships. A planned conclusion usually includes recognition for participation and
achievement and an opportunity for members to say personal goodbyes. Concluding a group can create some apprehension - in effect, a minor crisis.
All the others had done their designated sections, but Mike had just handed in some rough handwritten notes. Mike was having problems with her girlfriend. Yet, it's still a group project. The final mark would be peer evaluated. This meant that whatever mark Sandra gave them could be lowered or raised, depending on the group’s opinion about the value of the contribution of each member. She was definitely worried.
2. Identify and describe the causes of conflicts in the case
Conflicts:
- Mike would rather watch Happy Harry show instead of attending the group meeting at 8.30am in the morning.
- Mike couldn't make it for group meeting cause he was working at night that time. In fact, he seemed to miss most meetings.
Causes of conflicts:
- As a "Team Coordinator", Christine didn't talk to Sandra about the Mike issue
- She and other group members didn't make much effort to get to know one another and to cooperate with each other to get the task going
3. Suggest the approach leadership best suitable for the case
Task Management leadership
Style of leader or manager who is concerned with goals or task achievement while exhibiting little concern for personal relationships.
Not only it's important to prioritize our tasks and goals, it is also important to create friendship between group members.
Task Management leadership
Style of leader or manager who is concerned with goals or task achievement while exhibiting little concern for personal relationships.
Not only it's important to prioritize our tasks and goals, it is also important to create friendship between group members.
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