Teamwork is conjoint action by a group of people, in which personal interests are subjected to group unanimity and efficiency, it is a concerted effort. Teamwork is the conception of people working jointly as a team. The conception has spread from the field of sports where it is universally known and common, to business, to such an extent, that it is in danger of being thought of by some only a buzz term, or a kind of corporate-speak…
Team members are appreciated at the quality of the product and their contributions to the team joint operation as well as the quality of the completion of their personally assigned tasks. Groups are specifically good at combining together talents and providing novel solutions to possible unusual problems; in cases where there is no established approach or procedure, the extended knowledge and skills set of the group possess a distinct advantage over those of the individual. The group constitutes an environment where the individual's self-apprehended level of authority and responsibility is expanded, in an environment where responsibility is shared: consequently providing a perfect motivation through improved self-esteem and low stress.
There are various examples of teams: choirs, production-lines, football or hockey teams, political parties, committees, business companies, etc. As Blair claims all of them incorporate definite formation stages (Blair 219-223). Forming is the stage when the group initially comes together. Everybody is polite and dull and considers how he can get into the plan. Conflicts are seldom directly voiced; they are predominantly personal and certainly destructive. Since the group is new, the individuals will be locked in their own opinions and commonly reserved. This is particularly true in terms of the more subordinate and/or nervous members of the group who may never recover. The group tends to submit largely to those who appear as leaders. This stage features formation of an atmosphere of acceptance and safety, avoiding debate, and is filled with guidance from the manager or project team leader.
The next stage is storming, when all breaks loose and the leaders are lynched. Factions are formed, personalities collide, no-one acknowledges a single point without fighting first. Most importantly, little communication takes place since no one is willing to listen and some are still reluctant to talk openly. True, this battle may seem a little excessive for the groups you belong to - but if you look deeper beneath the curtain of politeness at the boiling sarcasm, attacks and insinuation, perhaps the overall picture comes more into focus. In this environment behaviour of staff varies from domination to silence and a manager or project leader needs to demonstrate coaching in order to pass through this stage successfully.
The third stage is norming, when the subgroups begin to acknowledge the benefits of working together and the fighting abates. Since a new feel of co-operation is obvious, every member acquires a secure feeling in expressing his/her own point of view and these are discussed unreservedly with the whole group. The most important improvement is that each person starts to listen to each other. Working methods are established and recognized by members of the group as a whole. This stage of group forming includes unanimity, trust building and sharing, creativity and acquisition of skills. During this stage the program manager or project leader demonstrates support.
And final stage: performing. The culmination, when the group has established a system which allows frank and free exchange of views and an elevated degree of support by the group for each member and its ...
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