Teams play a vital role in achieving targets. Good team dynamics is the back bone of every successful team. Team dynamics is defined to be a functional process, which involves leadership, sharing of ideas, development within the team, decision making, to and fro communication etc. Team dynamics is more over the interaction between the members of a team and the performance of the team. The productivity and the efficiency of the team can be seen through effective team dynamics. The social process by which people interact in a group environment. The influences of personality, power and behaviour on the group process. Team dynamics refers to the attitudinal and behavioural characteristics of a team. Team dynamics concern how they form, their structure and process, and how they function. Team dynamics are relevant in both formal and informal groups of all types. Team dynamics has a very important role in the organisation. Team Dynamics are the unseen forces that operate in a team between different people or groups. Team Dynamics can strongly influence how a team reacts, behaves or performs, and the effects of team dynamics are often very complex.
For example - Suppose in a small team of six people working in office there are two people who have a particularly strong friendship. This friendship is a "natural force" that may have an influence on the rest of the team, and can be manifest in various ways, either positively or negatively. Other factors can also play an influence. For example, if a wall of cupboards were to be placed across the middle of the office, this would also form a 'natural force' that influences the communication flow and may separate the team into two further separate teams. Sometimes, an "absence" of a natural force can also be a team dynamic. For example, if the leader or manager is permanently removed from the office, the group may be drawn into a change of behaviour.
TUCKMAN’S MODEL OF TEAM DYNAMICS
Dr Bruce Tuckman officially published this model in the year 1965. At that time there were only four steps called Forming, Storming, Norming and Performing. But in the year 1970, this he revaluated this theory and added one more step to this model, which is Adjourning. This method holds its value in explaining team development, behaviour and culture. The five steps in this model are explained below: 1. Forming: This is the initial stage were people are coming together and forming groups. At this stage people are categorised into different level according to their potential. In this stage team members will be busy with planning of their tasks, goals, strategies etc. At this stage, they will be focusing more about themselves and this is the best stage to identify the potential of each team member on dealing with the tasks. 2. Storming: This is the second stage in this model. In this stage team members will share their ideas on the topic and will help each other in solving the problems of other members. This is an important stage in the development of a team. 3. Norming: This is the step where the team will gather ideas of team and then will design a common goal. In this stage some members have to negotiate with decision of the team. All team members will have the same responsibility to bring the team to success by achieving the goal. 4. Performing: Only some of the teams will be able to enter into this stage smoothly. Once they enter into this stage then there will not be any trouble in doing the pre-set task as the team will be in its peak performance. Even though during some situations, some teams will repeat the cycle from the second step. That might be of the changing circumstances or something else. 5. Adjourning: This is the final stage were people will split after the successful completion of the given tasks. The members will feel good and will get motivated by this. This will make them do things again in the future by forming teams.
One common way to...