The purpose of this annotated bibliography is to demonstrate the effect of Team dynamics and change. In many terms, team dynamics is focused on mutual interaction among the team members, their actions, and responses. Therefore, the rapidly changing work environment and adaptation to the changes are the major facts leading to the switch of the comfort zones and fear of the possible changes within almost all the levels of the organization. The theories of Kurt Lewinee and Bruce Tuckman are reviewed by the modern authors and conclusions are made about the modern implications of these theories.The annotation in this bibliography consists of two quantitative research articles. One of the articles examines the aspects of social psychology and its effects on group dynamics. The author of the articles identifies Lewine’s change processes. Specifically, Cartwright identifies that change in the workplace could be identified as both positive and negative outcome; therefore, he provides eight principles that support Lewine’s theory. According to the author, the practical application of group dynamics consists of knowledge about what unites the group, what modifies them, and what consequences they have. The findings were not supported by the qualitative research. Bonebright (2010) analyses Tuckman’s team dynamics model (forming, storming, norming, performing, and adjourning) and its effect on groups in the workplace. The author agrees that Tuckman’s team dynamics model is easy to understand and flexible to apply in diverse settings. However, no theory developed from this theory was demonstrated. In overall, these two articles analyse the theories of team dynamics and change and focus on the application of these theories in the modern environment.
Critique of journal articles
The first article discusses Lewine’s theory of group dynamics in terms of group productivity, communication, social perception, intergroup relations, group membership, leadership and...
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