Outcome 1: Understand theories of teams and team working
The question asks you about ‘models of team work’. What it means by this is to research, and explain theory’s around teamwork. The best know theory around teamwork is by a man called Bruce Tuckman. Below is an overview of his theory:
The 4 Phases of Tuckman’s Teamwork Theory
It was first published in 1965, and what made it different form all other theories was that Tuckman believed that groups don’t star off “fully formed and functioning”. He believed that that groups changed and evolved through clearly defined stages.
These four stages are:
The initial stage of team development during which individuals have not yet gelled together. Everybody is busy finding their place in the team, sizing each other up, and asking themselves why they are here Storming:
People begin to see themselves as part of a team. However at this stage they may challenge each other, and the team leader, about such things as what the team is doing, and how things should be done. As the stage title suggests, conflict and confrontation typify this stage, as differences surface. This may result in some loss of performance or focus on the task, as the diagram illustrates. Norming:
This is the phase where team members start to come together, developing processes, establishing ground rules, clarifying who does what, and how things will be done. This phase is characterised by a growing sense of “togetherness”. Performing:
This is the final stage where increased focus on both the task, and on team relationships, combine to provide synergy. Performance is delivered through people working effectively together. Question 3 in this outcome asks about group cohesion. Below is some information on what that means, and the importance of it in forming groups: Group cohesion is a phenomenon that determines how well a group holds together. When cohesion is strong, a group will remain stable, but when it is weak, the group may fall apart. The study of group cohesion is a topic of interest among social psychologists and many others, including people who are concerned with making large organisations work effectively. Understanding this phenomenon can be key to pulling together a team, a workplace, or a similar group of people. Some of the factors in how a group holds together are social. There are a number of things that can occur within a group and its members that encourage people to stay in the group and to stay focused on group goals. Others are environmental, caused by external factors that make staying together as a group more or less appealing. In many cases, the smaller a group is, the better the cohesion. The more stable a group is in terms of member demographics, the better the cohesion as well. People who share characteristics like gender, race, sex, religion, and so forth will typically forge stronger connections in a group, while a group of diverse individuals may have difficulty staying together. Another factor is group success, with people having an incentive to stay in a group that is doing well, with elitism also playing a role.
Outcome 2: Understand the principles that underpin effective teamwork Below is an overview of team work, and what is required, I have also explained about work place values, conflict management, team management and’ John P Kotter's’ theory on managing change
Team members generate a common and clearly defined purpose that includes collective interests and demonstrates shared ownership.
Clearly defined roles and responsibilities:
Teams require effective leadership that set and maintain structures, manage conflict, listen to members and trust and support members. It is important for a fully functioning team, that ever member know there role in it, and what is required of them.
Trust and accountability:
Effective teams have members who respect the talents...
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