Mgmt 591 Case Study 3 Building Coalitions

Topics: Management, Team, The A-Team Pages: 9 (2218 words) Published: April 16, 2015
Case Study 3: Building a Coalition
Keller Graduate School of Management
MGMT 591: Leadership and Organizational Behavior
March 22, 2015



Part 1: Group Development
The five-stage group-development model consists of: forming, storming, norming, performing, and adjourning. (Robbins 275)
1. Forming stage. In this first stage, the team is getting to know each other, their backgrounds, work experience, and learning about their strengths and weaknesses. Informal leaders may start to emerge during this stage, and it’s important for management to recognize them. They are getting oriented with their surroundings as well as details about the task at hand. Management should be setting the stage for success by setting roles and responsibilities, providing instruction, guidance, expectations and structure. (Gervais 2014) 2. Storming stage. At this stage, personalities start to come out (good and bad), group norms and/or cliques begin to form, and conflict between one or more of the members occurs. Management must address deviant behavior(s), misunderstandings, gossip/backtalk, etc and encourage communication, trust, and respect for each other.

3. Norming stage. At this point, team members are conforming, getting along, supporting each other, and behaving in line with accepted and established group norms (such as showing up on time, contributing to the group effort, not speaking over each other, etc). 4. Performing stage. At this stage, the team members’ efforts should be synchronized, cohesive and should be functioning well while performing their project tasks. Management’s goal is to keep them motivated, committed, and adaptable to change - encouraging an optimal environment of cooperation and collaboration. Hopefully, the group is making effective and informed decisions, and moving towards successful planning and execution of the project.



5. Adjourning stage. In this last stage of group development, the team members are have either successfully completed their task(s) or the end of project has been reached (as defined by the customer or management). Hopefully they feel satisfied about their accomplishments, and they can walk away with new professional/personal friendships. Management need to capture any lessons learned, record new processes, and complete all close out actions. In the case study, the group is still stuck in the FORMING stage. Candidates for the development team have been submitted and there’s no indication in the case study that any decision has been made. These three (3) large organizations have a common goal and willing to put forth a lot of effort and resources but are faced with obstacles: 1) Washington D.C. public school system consisting of educational administrators and teachers who want to “ensure the new jobs will be unionized and will operate in a way consistent with current school board policies. They are very concerned that if Woodson assumes too dominant a role, the school board won’t be able to control the operations of the new system.” (Robbins 629)

2) Woodson Foundation, the large non-profit social service agency who prides themselves on their focus on using hard data to measure performance for all their initiatives (which is not at all consistent with the school district culture). (Robbins 629) 3) National Coalition for Parental Involvement in Education (NCPIE) who are “acting on behalf of the PTA” and “driven by a mission to increase parental control.” They are “strongly committed to celebrating diversity along racial, gender, ethnic, and disability status categories. Its members are most interested in the process by which changes are made, ensuring everyone has the ability to weigh in.” (Robbins 629-630)



Although the issues have been identified and the objective is clear, it doesn’t appear that any of the recommended personnel from those above-listed...

References: Robbins, Stephen P., Timothy Judge. Organizational Behavior, 15th Edition. Pearson Learning
Solutions, 01/2012. VitalBook file.
Gervais, Marie, PhD., CTDP (Dec 14, 2014), “5 Stages in Successfully Managing Team
Development” Retrieved from
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