Group and Team Development
A workshop regarding group and team development.
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- [00:00:00.330][Joe]: Hi, my name is Joe Hagerty.
- [00:00:01.650]I'm the program coordinator for student
organizations and the office of student
- [00:00:04.890]involvement. I'm joined
with Reshell Ray,
- [00:00:07.830]who's also part of student involvement.
Her camera's not working, so it will be,
- [00:00:11.370]it looks like frozen
throughout our presentation,
- [00:00:13.290]but you can at least still
hear her, which is, great,
- [00:00:16.710]but I'll let Reshell do a more formal
introduction and then we'll go ahead and
- [00:00:19.950]get started.
- [00:00:21.770][Reshell]: Hi Katie!
- [00:00:22.610]I am Reshell and I am the associate
director for student involvement.
- [00:00:27.320]I work with Campus NightLife and
East campus programs, and
- [00:00:32.240]I'm happy to be here with you today.
- [00:00:35.600][Joe]: All right, thanks. Reshell. We'll
go ahead and kick off then.
- [00:00:39.260]How are we going to do this presentation,
- [00:00:40.700]Katie, is what kind of do back
and forth between Reshell and I.
- [00:00:43.220]And then there's a few times where we'll
stop and ask for you to kind of answer
- [00:00:46.910]a few questions for us.
- [00:00:47.930]We'd like to be as interactive
as possible on our presentations.
- [00:00:50.510]I think that our attendees gain the
most from our presentations and we do it
- [00:00:54.530]that way. So won't be
anything hard. So,
- [00:00:57.440]it'll just be stuff that we talk about
and kind of getting your thoughts on.
- [00:01:00.410]So we'll let you know
when we get to that point,
- [00:01:02.840]but we'll go ahead and kind of kick off.
- [00:01:04.880]But how we'll kind of structure today
is we'll start off with an intro of the
- [00:01:10.010]team development model and then
talk about when and how it's used.
- [00:01:14.390]And then we'll actually go
through each of the stages.
- [00:01:16.340]But as we go through
each of the stages,
- [00:01:18.650]what we wanted to do is make sure we
gave you more of the academic description
- [00:01:22.370]of the stage. And some characteristics
you'd see play out in real life,
- [00:01:26.420]but then actually show
you what that looks like.
- [00:01:28.220]Because sometimes telling you what it,
- [00:01:29.810]what it is and how it looks is
different than seeing it in action.
- [00:01:32.690]So we'll actually play a video that
kind of describes each of the stages and
- [00:01:36.740]actually allow you at that point to tell
us what are the characteristics you saw
- [00:01:40.850]that that video showed that
exemplified that stage or that step.
- [00:01:44.420]So that's where we're going to ask for
you to join us and kind of give some
- [00:01:47.840]feedback on - on what you saw.
- [00:01:49.880]Then we'll end with two discussion
questions at the end to kind of test your
- [00:01:53.120]understanding and see how maybe you
can utilize the information you gained
- [00:01:57.050]today, in - in any
clubs or groups or
- [00:02:01.580]different people that you're around.
- [00:02:03.740]So that's kind of how our structure will
go today and we'll go ahead and kind of
- [00:02:07.430]kick off. But our
presentation is kind of known
- [00:02:12.350]in a couple of different ways. So a lot
of people call it the Tuckman model,
- [00:02:15.890]or if you've been in the business classes,
- [00:02:18.230]they sometimes maybe would call it
forming, storming, norming, performing,
- [00:02:21.440]and adjourning. Or the development
sequence in small groups.
- [00:02:24.860]There's lots of different names
that it's known by, but
- [00:02:27.620]we like to call it the Tuckman
model or the team development model,
- [00:02:30.950]just because that's easier to
understand. But over on the right side,
- [00:02:33.920]you can kind of see a kind of
diagram that describes the stages,
- [00:02:37.970]but we'll go more in depth,
like I said on each one.
- [00:02:40.190]But think of the whole model as it path
or stages that teams follow on their way
- [00:02:45.620]to high-performance. And what
we mean by that is groups
- [00:02:47.900]aren't always going to be
effective right when they start.
- [00:02:50.600]It's going to take time,
- [00:02:51.530]it's going to take some clashing of
personalities and it's going to take some
- [00:02:56.060]working through conflict to be able to
find that sweet spot that the groups are
- [00:02:59.890]going to have to find if they're going
to be effective in accomplishing their
- [00:03:03.430]tasks or their goals. So that's
really what that model talks about.
- [00:03:07.390]And so we are going to take you through
each of those steps. And like I said -
- [00:03:12.160]they - as you go through each of those,
you'll find that at the beginning,
- [00:03:16.120]when we start at our forming stage,
- [00:03:18.280]it's really just a collection of
strangers. So just random people that are,
- [00:03:21.460]that are lumped together in
a group for whatever reason.
- [00:03:24.340]So usually it's a common goal
that they're trying to accomplish,
- [00:03:28.540]whether it's a group project or
- [00:03:30.650]whether it is a project at
work or maybe it's a sale
- [00:03:34.540]that they're trying to
make to another business,
- [00:03:36.220]it could be used in so many different
ways. It's not just academic settings.
- [00:03:40.300]But they end up becoming united at the
end of the process with a common goal,
- [00:03:44.860]whenever they've fully gone
through this process. But
- [00:03:49.360]understanding these phra- phases will
help you to recognize that when you're
- [00:03:52.960]in these different stages and hopefully
it'll help you to be a better leader and
- [00:03:57.250]also a better team member,
- [00:03:59.140]because you're able to recognize the
characteristics of each of these phases.
- [00:04:02.380]It helps your team to grow and
develop and really push to that next level.
- [00:04:05.740]So that's really what the model
is and why it's important.
- [00:04:10.660]So this is another kind of
description of the model.
- [00:04:13.840]I broke it down into the four stages,
- [00:04:15.790]but you can really think of
the first stage as forming.
- [00:04:18.940]And it's really where
the team gets together,
- [00:04:21.160]learns about the different opportunities
or challenges, and really are,
- [00:04:24.380]are strangers at that point.
- [00:04:25.990]And we move to storming where the group
starts to really test each other and
- [00:04:31.840]try to figure out who is supposed
to be in what role who's the leader,
- [00:04:36.100]what are the expectations? And that's
really where the conflict happens.
- [00:04:40.900]Then we move into norming where we push
back against that conflict and start to
- [00:04:45.970]function a little more normally,
and people have responsibilities.
- [00:04:48.850]They have defined roles and they
start to work together better.
- [00:04:52.810]It's not perfect yet, but it's better.
- [00:04:55.000]Then we get to that performing stage
where people are really doing well.
- [00:04:58.360]They're pretty much at their
peak performance. They're
able to work together
- [00:05:02.830]well, everybody has their defined
roles makes decisions on their own.
- [00:05:06.520]They're inter-dependent,
meaning they work on their own,
- [00:05:09.220]but they work together at the same
time. And then lastly is adjourning. It's -
- [00:05:13.030]The project is finished and the people
end up moving on to something else or a
- [00:05:16.390]new team’s formed, or some members
leave and new members come forward.
- [00:05:20.620]Now clarifier on this. It looks like
the linear process with the graph,
- [00:05:23.770]but it's really not. it's
cyclical is what I would say.
- [00:05:26.710]So some groups may never get
to performing. We hope they do.
- [00:05:29.740]That's the pinnacle, that's what
we want all groups to be at.
- [00:05:32.650]But a lot of times they don't.
- [00:05:34.150]Some groups stay in storming throughout
the whole time that they're as a group
- [00:05:38.170]when sometimes they'll get to norming
and then they'll go backwards and go back
- [00:05:42.130]to storming, or maybe
even go back to forming,
- [00:05:44.590]because a new member is added and a
member that they've had on the team for
- [00:05:48.880]quite a while leaves.
- [00:05:49.690]So know stages can repeat themselves
and it can go backwards and kind of go
- [00:05:53.590]forward as time goes on. So that is a
quick description of kind of the process.
- [00:05:58.340]And as you can see, productivity does
increase as we go throughout time.
- [00:06:02.760]So once again, as you
go through the stages,
- [00:06:04.970]the first one seems like
it's somewhat productive,
- [00:06:07.190]but that's because people aren't really
acting like themselves and showing their
- [00:06:10.370]true colors. They're trying to just like
you would, when you meet a new person,
- [00:06:14.180]put forward your best foot and - and,
- [00:06:17.530]and act at your best behavior. And
that's a lot of what people do.
- [00:06:20.870]So it's almost a fake
- [00:06:22.700]personality that those people show
since they're trying to be on their best
- [00:06:26.060]behavior. But then it kind of goes
down in productivity as time goes on.
- [00:06:29.870]And then it goes back up where you're at
- [00:06:31.880]adjourning. In performing you're
at your peak performance.
- [00:06:35.030]So that's kinda what it
looks like once again,
- [00:06:36.680]as a graph format and know
that productivity does
increase as you get through,
- [00:06:41.480]some of those states.
- [00:06:43.850]So we're going to go ahead
and start with forming.
- [00:06:47.450]And we'll go ahead and let
you hear about this one.
- [00:06:50.900]I think Reshell, this is your
slide. We'll go ahead and,
- [00:06:54.590]and let you kick off with this one.
[Reshell]: Yeah. Katie, can you tell us
- [00:06:58.730]before I jump into this,
- [00:07:00.050]can you tell us a little bit about what
was it about this presentation that
- [00:07:04.430]caught your attention and
what you hope to gain?
- [00:07:08.410][Katie]: Yeah, so I am the faculty
staff advisor for the Iron N.
- [00:07:14.830]I just started last November in my
position with the athletic department.
- [00:07:19.360]So I like had the
responsibilities last year,
- [00:07:23.680]but not full transition
to overseeing them.
- [00:07:25.840]So I just saw this one and thought
it'd be a good session to tune in for,
- [00:07:32.020]and kind of just learn from and stuff
because I've known with overseeing interns
- [00:07:36.400]in the past and stuff like every
year is a new group and stuff.
- [00:07:39.160]So the dynamics change and stuff. So
just helping them facilitate all of that.
- [00:07:46.300][Reshell]: This, this is a good, this
is a good jumping off point.
- [00:07:50.830]And I think that if,
- [00:07:52.090]if advisors or organization officers,
- [00:07:56.770]look at the stages
of group development,
- [00:08:00.970]it will really help them as they move
forward as a entity and overcome some of
- [00:08:07.870]the hurdles that groups find.
- [00:08:10.390]So the forming stage we call the
honeymoon stage. This is where,
- [00:08:14.350]as Joe mentioned,
- [00:08:15.370]people are getting acquainted with one
another, and they're meeting for the first
- [00:08:19.150]time is the friendly shakes, the
nice little smiles and gestures,
- [00:08:23.530]and people are very,
very, very polite
- [00:08:26.290]in this stage. They have a level
of comfort in being in the group.
- [00:08:31.780]They exchange information,
they really do avoid conflict.
- [00:08:36.460]And, at this stage,
- [00:08:38.350]because they're just kind of testing
out who are the people and, you know,
- [00:08:43.120]I don't want to be, uh, I
want to be accepted.
- [00:08:47.200]I'm not going to let my
feelings per se get in,
- [00:08:49.870]and they're just kind of sizing each
other up. And it's, it's that beginning.
- [00:08:54.670]Have you been in that situation
- [00:08:56.160]Before? [Katie]: Yeah, for sure.
[Reshell]: Yes, we all have.
- [00:09:00.300]And we do many times. And
sometimes - the thing about it,
- [00:09:03.360]we don't understand that that
awkwardness is normal for this particular -
- [00:09:08.820]particular stage. The group is just
coming together and just forming.
- [00:09:14.490]So, we have a clip
- [00:09:19.920]you can advance.
- [00:09:22.980]So here's some of the characteristics
and behaviors, shyness, politeness,
- [00:09:27.930]social unease,
lack of conflict.
- [00:09:31.560]And then also a lack of
confidence sometimes not
knowing where to jump in or how
- [00:09:37.200]to jump in.
- [00:09:38.940]Particularly if you see individuals
that appear to be interacting in a
- [00:09:44.340]positive and favorable
way towards one another.
- [00:09:49.230][Joe]: So we'll go ahead now and share a
little clip and what this is - is from the
- [00:09:52.260]Avengers movie,
- [00:09:53.010]we thought this would be a good way
to go through and explain the process.
- [00:09:57.180]And so after we finished this clip,
- [00:09:58.980]there's a few questions that we'll ask
and kind of see what you gained from
- [00:10:02.490]that. So I'll go ahead and play this clip,
- [00:10:03.780]and then we'll kind of come
back together and chat.
- [00:10:06.620][Film Clip]: I got to say, it's an honor
to meet you officially.
- [00:10:11.420]I sort of met you. I mean, I watched
you while you were sleeping. Dr. Banner.
- [00:10:18.760]Yeah, hi. They told me you’d be coming.
Word is, you can find the cube.
- [00:10:24.530]Is that the only word I mean.
Only word I care about. So,
- [00:10:29.350]how long am I staying?
- [00:10:33.860][Clip restarts, pauses] I got to say it.
- [00:10:35.630]So with that clip, and this is kind of
our question, what characteristics Katie,
- [00:10:39.380]did you see that kind of exemplify or
represent that forming stage from those
- [00:10:44.150]various clips that we compiled?
- [00:10:49.820][Katie]: The Hulk had social unease
- [00:10:52.070]because he didn't know really what had
been talked about his reputation and
- [00:10:59.090]then politeness with Captain America
and just introducing herself and,
- [00:11:11.420]they kind of exchange info with like production and
like shaking the hands and everything.
- [00:11:16.430][Joe]: Yeah, absolutely. Awesome.
- [00:11:20.750]Those are all accurate.
And it, once again,
- [00:11:23.390]shows that unease and that a little bit
of awkwardness that happens and you can
- [00:11:28.010]see people aren't really
their true selves.
- [00:11:29.840]They're really hiding behind a mask
at the beginning to try to gain,
- [00:11:34.310]some of that acceptance
from other people.
- [00:11:36.740]So that's why we included that
clip. So everything you said is, is,
- [00:11:40.330]is perfect! Reshell, do
- [00:11:41.600]you want to add anything else
before we move on to our next stage?
- [00:11:44.240][Reshell]: No, I think we go forward, let's go,
keep going. [Joe]: All right.
- [00:11:49.730][Reshell]: So you can ensure success at this stage
by giving people a chance to spend time
- [00:11:55.420]with each other and get
- [00:11:57.910]make sure to help develop a positive
and inclusive atmosphere, decide what are
- [00:12:04.450]our expectations as a group,
and develop a climate of trust.
- [00:12:08.410]That's where a lot of those, you know,
- [00:12:10.480]and even though everybody thinks everybody
says they hate icebreakers or get
- [00:12:14.200]acquainted activities,
- [00:12:15.850]those things really do help to bring
the tensions down a little bit and help
- [00:12:21.580]give individuals insights to one another.
- [00:12:25.270]So it is helpful to kind of build
that sense of we're going to help.
- [00:12:29.650]We're going to, we're going to not
just let this morph into a group,
- [00:12:34.390]but we're gonna really be
proactive and give some,
- [00:12:38.110]basic guidelines and
structure to our getting acquainted.
- [00:12:45.030][Joe]: All right, we’ll
- [00:12:45.630]move into storming now, our second stage.
- [00:12:48.000]So I always like to give a description
for each one of these stages and call
- [00:12:52.500]this the resisting or testing stage.
- [00:12:54.690]So we've really gotten past the
niceties and getting to know each other,
- [00:13:00.300]and this is where
brainstorming can happen.
- [00:13:02.940]So we are trying to figure out what
we're trying to accomplish as a group,
- [00:13:07.260]because we may be put together
to accomplish a project
for work or for school or
- [00:13:11.550]for something else. But even though
that seems pretty clear, there's,
- [00:13:15.210]there's some sub goals or,
- [00:13:17.790]sub - different maybe assignments
or delegations that need
to happen for people to
- [00:13:22.860]get to that main goal.
- [00:13:24.090]So figuring out who's going to take on
what responsibilities or what role is
- [00:13:28.500]really what has to happen,
- [00:13:30.180]but normally there's clashing
that happens with the workstyle.
- [00:13:33.870]So I may be a very go getter and don't
like to really take a lot of time to
- [00:13:37.800]think through,
- [00:13:38.280]and plan and organize where other people
maybe need that time to think through
- [00:13:42.630]and plan and organize.
- [00:13:43.530]So the styles will start to clash and
people will start to fight for power or
- [00:13:48.540]fight for the leader role.
- [00:13:50.940]And you'll start to see that when
people have different expectations.
- [00:13:54.690]So I may think it's supposed
to be done this way,
- [00:13:58.050]and somebody else may have a different
idea on that. Or boundaries on what maybe
- [00:14:03.720]I'm assigning people.
- [00:14:05.010]If I'm trying to take that leader
role and maybe pushing people too far,
- [00:14:09.270]we really are testing those boundaries
and figuring out where people's
- [00:14:13.530]buttons are and where that point
is that it's going to be too much.
- [00:14:17.130]So a lot of anger,
- [00:14:18.090]a lot of frustration that people are
going to experience during this stage.
- [00:14:22.320]And it's going to continue to happen
until those goals or expectations or rules
- [00:14:26.760]are really openly expressed and defined.
- [00:14:29.460]And it's just going to continue to
happen, until those things are done.
- [00:14:33.780]But the team,
- [00:14:35.040]a lot of times will realize it can't
live up to those early expectations or,
- [00:14:39.030]ideas behind what they were hoping
to accomplish both for their mission and
- [00:14:43.230]their goals. And so they have
to, through this point in time,
- [00:14:46.230]readjust and evaluate what actually needs
to be done and how they're going to do
- [00:14:50.370]that. So I, once again called that
the resisting and kind of testing.
- [00:14:55.700]Other characteristics,
you're going to see,
- [00:14:57.140]we already mentioned it a
little bit on that last side,
- [00:14:59.210]but a lot of excitement and exaggeration
will happen because people are once
- [00:15:03.380]again, maybe have some really good
ideas on what they'd like to accomplish,
- [00:15:08.030]but it's not going to be as
easy as maybe what they think.
- [00:15:10.190]Or maybe there'll be some misperceptions
where people will expect somebody to be
- [00:15:14.750]doing a certain role or task in they're
not pulling their own weight so people
- [00:15:19.190]can get upset with that.
- [00:15:20.780]Or maybe people don't know the
other members of that group,
- [00:15:23.780]as well as what they would want to.
- [00:15:25.190]So misperception of both people's actions
and the things they say may be taken
- [00:15:30.350]out of context and, you know,
- [00:15:32.030]make other people upset or angry with
those people. And the weaknesses and
- [00:15:37.100]strengths of people are revealed.
- [00:15:38.360]So if somebody is assigned something
they're not really good at, you'll see,
- [00:15:41.750]maybe they're not very successful
or not able to do that well.
- [00:15:44.480]And that might be
- [00:15:46.000]appear as if the person not trying to do
their due diligence and their work and
- [00:15:49.700]they're slacking off,
- [00:15:50.510]but really it's just not their forte
and why they're maybe struggling.
- [00:15:54.230]So once again, you're
going to see a lot of,
- [00:15:57.110]overwhelmed and stressed out people.
- [00:15:58.850]And some maybe we'll even leave the
team at that point because it's just too
- [00:16:02.780]much for them.
- [00:16:03.440]Or you'll see that people will build
alliances and have sub-team meaning that
- [00:16:08.330]one leader may be fighting for power,
- [00:16:10.010]but there's somebody else
that has a different vision
and idea for the group and
- [00:16:13.400]how it works should be accomplished.
- [00:16:14.660]And there'll be two teams
and kind of subdivide that.
- [00:16:17.480]So those are some characteristics and
things you'll see when you're in that
- [00:16:21.230]stage. So once again,
- [00:16:22.850]we have another clip we'll play for you
to show you an example of storming from
- [00:16:27.050]And then have you kind of point out
what you've saw based on those last two
- [00:16:30.530]slides that are exemplified in the school.
- [00:16:33.080]So we'll go ahead and
play this and continue on.
- [00:16:36.790][Film Clip]: Stark! We need a plan of attack.
I have a plan: attack.
- [00:16:41.770]If we don't stay focused, he'll
succeed. We have orders,
- [00:16:46.170]we should follow them. Following’s
really not my style.
- [00:16:50.740]And you’re all about style.
Are you nuts? Jury's out.
- [00:16:54.520]You really have got a lid on it, haven’t you?
What's your secret Miller, jazz bongo,
- [00:16:57.370]drums, huge bag of weed? Is
everything a joke to you?
- [00:17:00.160]Funny things are. Threatening the safety
of everyone on this ship isn't funny.
- [00:17:03.670]You're tiptoeing on big man.
- [00:17:05.440]You need to strut. And you need to
focus on the problems Mr. Stark.
- [00:17:08.140]You think I'm not? Of the people in this room,
- [00:17:10.570]which one is it a) wearing a spangly
outfit and b) not of use? Finally,
- [00:17:15.340]someone who speaks English.
Is that what just happened?
- [00:17:19.150]It's good to meet you Dr. Banner,
- [00:17:21.490]your work on anti electron
collisions is unparalleled,
- [00:17:24.700]and I'm a huge fan of the way you lose
control and turn it into an enormous
- [00:17:27.730]green rage monster. That's the guy
- [00:17:29.650]my dad never shut up about
wondering if they shouldn't [inaudible].
- [00:17:35.650][Joe]: All right. Like I said,
- [00:17:38.170]there are some characteristics
and behaviors in that that
represent the storming
- [00:17:41.680]stage, but Katie, what did you see that
you felt like exemplified that stage?
- [00:17:46.330]The best? [Katie]: Probably,
- [00:17:52.140]I mean, they overall have the shared
vision cause I'm familiar with the movie,
- [00:17:55.800]but, in this scene,
- [00:17:57.180]it really seemed like they didn't have
the shared vision where they were on
- [00:18:00.270]different wavelengths with
planning and how to go on,
- [00:18:04.950]like the planning side.
Like you mentioned,
- [00:18:06.540]like some people might be more of the
planners and like some might be just
- [00:18:10.290]action-based, which was
what Stark was. So no vision,
- [00:18:15.360]and then because of the no shared vision,
- [00:18:17.160]kind of the sub team alliance with like
the people who were doing the planning
- [00:18:21.060]stuff versus Stark, it was
like just action focused.
- [00:18:25.250][Joe]: Yep. Exactly. Great. Thanks for
sharing. We appreciate that.
- [00:18:29.630]So kind of some ways when you're in this
stage on how you can make sure people
- [00:18:33.290]are successful or your team is successful,
- [00:18:35.600]is that the easiest thing kind of like
that picture would be to relax and
- [00:18:39.980]refocus. That once again, those clashing
personalities are going to happen,
- [00:18:43.670]that's inevitable, but if
you can slow people down,
- [00:18:46.730]help them reassess the
situation and the project,
- [00:18:49.280]and kind of find a way that they can
all work together and kind of put what
- [00:18:53.150]we've had as struggles or problems or
difficulties behind us and restart.
- [00:18:57.710]That's really one of the best ways to
continue to be successful. And know that
- [00:19:02.030]conflict will continue,
- [00:19:03.080]and that if you handle it productively
through the conflict management process,
- [00:19:06.770]everybody's going to be able to use that
and actually be a positive thing that
- [00:19:10.940]happens because people are able to work
through that conflict and find some
- [00:19:14.660]resolutions together. We want
people during this time though,
- [00:19:18.080]to express their opinions. So once again,
- [00:19:19.910]if we have different working styles and
somebody doesn't think that it's a great
- [00:19:23.840]way to go about the project, they
should be able to express that opinion.
- [00:19:26.660]But if they do it in
a very respectful way,
- [00:19:29.240]it's going to actually reduce group think
and help people to be more successful
- [00:19:33.440]and also appreciating those
group - group differences.
- [00:19:35.870]So when somebody does have a difference
opinion, don't always cut it down,
- [00:19:39.080]know that that person has a different
frame of reference or a background and
- [00:19:42.320]maybe has done something similar to
what the project is going to be doing.
- [00:19:46.580]And so when they bring
that difference of opinion,
- [00:19:49.610]it might be really valuable and maybe
it's something different than you've ever
- [00:19:52.730]thought through or done, but
just because it's different,
- [00:19:55.430]doesn't mean it's wrong.
- [00:19:56.360]And so allowing people to make sure
they can express that. And also giving
- [00:19:59.960]feedback to people. So when they
do give those different ideas,
- [00:20:02.510]don't cut it down, but just,
uh, reassure them that, Hey,
- [00:20:05.600]thanks for sharing that and then discuss
those ideas and whether it's a good
- [00:20:09.680]idea or a bad idea, but really
appreciate the people for
- [00:20:13.940]putting themselves out there
and suggesting something
that might be helpful. And
- [00:20:18.080]then redefining the goal.
- [00:20:19.970]If it is going to be harder to accomplish
what maybe the group wanted to do at
- [00:20:24.140]the beginning, redefine the
goal, redefine the roles.
- [00:20:27.590]And if maybe people have too
much responsibility, break
those goals into smaller
- [00:20:32.300]achievable steps and reassign that work.
- [00:20:34.490]So it's more shared and maybe a little
more even between the group people.
- [00:20:39.500]But also we do have to
have a leader. Once again,
- [00:20:42.590]sometimes groups maybe think
that nobody needs to be a leader,
- [00:20:45.560]but it just naturally will happen and
- [00:20:48.190]function better,
- [00:20:48.850]if we define one person as the leader
that can kind of rally the troops and kind
- [00:20:53.410]of be the central means of communication.
- [00:20:55.570]So that's why we want to make sure to
do that and then compromising with each
- [00:20:59.140]other, not all the time are
we going to get our way,
- [00:21:01.330]but working in trying to combine ideas
and be able to compromise is usually the
- [00:21:06.100]best way to be successful during that stage.
- [00:21:10.630]So now we're going to go into norming
and all that Reshell kind of take the
- [00:21:15.940][Reshell]: So norming is that unifying kind of,
- [00:21:20.020]we are now, as you said with the -
- [00:21:22.750]we know that the story of the Avengers
and we know that they eventually come
- [00:21:26.920]but that begins to happen in that
unifying stage where leadership becomes
- [00:21:32.410]resolved. We know who's leading.
- [00:21:35.440]our communication has
to increase and does,
- [00:21:39.370]you address issues
directly and head on,
- [00:21:43.330]but not members.
- [00:21:44.590]So it's not like something comes up and
there's an issue and it's not pointing
- [00:21:48.400]fingers will so-and-so didn't
fulfill or do what their part was.
- [00:21:53.170]But it's, there's an issue that
we need to address as a group,
- [00:21:56.080]as an organization, how
are we going to tackle that?
- [00:21:58.780]How are we going to get it done?
And they're able to maintain,
- [00:22:01.690]focus on their purpose
and their goal. And,
- [00:22:06.970]everyone is in it to win and
everyone is participating.
- [00:22:11.710]And the skills and experiences of others
are appreciated while they're in this
- [00:22:18.580]So it's where people can begin to function
at their best and function without
- [00:22:24.880]that hesitation of being judged or
- [00:22:29.170]kind of put in their
place. But rather than my,
- [00:22:33.580]what I'm bringing to the table
is of a, is a value to this team.
- [00:22:42.510]And some of the characteristics they're
eager to work with each other and engage
- [00:22:46.290]with each other.
- [00:22:47.850]they adapt to one another’s
style and to one another.
- [00:22:53.010]Group identity and a sense of loyalty
is established within the groups.
- [00:22:58.470]Disagreements may occur, but
they can resolve it amicably
- [00:23:03.180]and there's no tension.
It's one where groups
- [00:23:08.280]are usually happy to be together, enjoy
being together and feel that that,
- [00:23:13.340]that they have a strong commitment to one
another and to the organization and to
- [00:23:17.400]the group.
- [00:23:23.130][Joe]: We'll go ahead and play this clip again
to kind of show you norming and have you
- [00:23:26.340]once again,
- [00:23:27.180]point out what characteristics maybe
you saw in this clip that exemplify the
- [00:23:31.380]norming stage.
- [00:23:33.780][Film Clip]: It takes us a while to get any traction.
I'll give you that one. You got a suit?
- [00:23:38.690]The suit up. Stark, we got him. Banner?
Just like you said,
- [00:23:43.050]and tell him to suit up. Guys,
- [00:23:46.190]Call it, Captain. Listen up, until we can close
that portal up, our priority’s containment.
- [00:23:51.680]Barton, I want you on that
roof eyes on everything.
- [00:23:53.810]Call out patterns and strays and
Stark. You've got the perimeter.
- [00:23:56.630]Anything gets more than three blocks
out to turn it back or you turn it to
- [00:23:59.180]ash. Thor, you've got to try and
bottleneck that portal – slow them down.
- [00:24:03.300]You got the lightning, light the
bastards up. You and me, stay here on the ground,
- [00:24:07.070]we keep the fighting here. And Hulk?
- [00:24:19.030][Joe]: All right. So Katie, once again,
- [00:24:20.920]what kind of behaviors did you see your
characteristics that represent that
- [00:24:24.310]norming stage?
- [00:24:28.990][Katie]: I’d say the identity and like the
leadership was established
- [00:24:31.450]so they weren't all trying to
say, Oh, I'm going to do this.
- [00:24:34.810]I'm going to do that. They had Captain,
- [00:24:36.550]America kind of just
issuing instructions on
where each people are going,
- [00:24:41.170]and there was no conflict with that.
And they were kind of, they adjusted,
- [00:24:45.940]adapted to their strengths and they knew
that their responsibilities were
- [00:24:51.220]associated with where
strengths laid. [Joe]: Yeah, absolutely.
- [00:24:55.960]Awesome. Thanks for sharing.
- [00:25:05.920]So we'll let Reshell kind of finish
up with one more kind of slide on how
- [00:25:10.060]during that stage,
- [00:25:11.050]what we can do to make sure that success
continues to happen when we're in that
- [00:25:14.170]norming stage. [Reshell]: So individuals can be,
- [00:25:17.770]- you know what I was
thinking as you were,
- [00:25:20.590]as you were talking and reflecting,
because I think about the clip and,
- [00:25:25.220]and there was there was
silence because, you know,
- [00:25:28.210]once it's determined who is responsible
and the group gives the nod to that
- [00:25:35.350]person, then they,
- [00:25:36.850]again can begin putting strategies and
things play in place to move the group
- [00:25:41.950]forward. And so,
- [00:25:46.090]if there is behavior, you know, the first,
- [00:25:48.110]the clip before where you're
asked a question, Stark, you know,
- [00:25:53.590]I can't remember the exact
lines, but his response was,
- [00:25:57.250]I don't dadadada.
Where in this case,
- [00:26:01.150]people just step in fulfill
the gro - fulfill the goal,
- [00:26:05.650]fulfill the role that they need
to play within that organization.
- [00:26:10.510]And you get beyond the again,
- [00:26:13.720]that hesitation or the resistance, or
- [00:26:17.740]this is my thing to - we're in
this together. And if we don't,
- [00:26:22.510]start smashing or putting things
in right order as we need it to be,
- [00:26:27.700]then we ourselves might be destroyed. So
- [00:26:32.800][Joe]: Awesome.
- [00:26:34.900]So one of our last second to last
kind of stages is performing.
- [00:26:40.060]So it's slightly different than norming.
And I think after you see the stage,
- [00:26:43.560]you'll kind of know
- [00:26:44.520]where you can see the
- [00:26:46.950]So the description that I like to give
or a nickname would be well-oiled machine.
- [00:26:52.470]That yeah, and the norming, they did
work together well, but in performing,
- [00:26:56.460]it's really a machine mentality where
everything is just in its place.
- [00:27:01.320]There's developed systems and routines
that make the project go smooth and
- [00:27:05.040]effectively, people really
don't have to think.
- [00:27:08.160]It really just kind of happens if you've
ever heard the word, it just flows, or
- [00:27:12.780]people are interdependent.
That's really what that is.
- [00:27:16.560]Everybody has their own defined
role. They know, and kind of have,
- [00:27:20.880]if we want to put it in
a sports mentality
- [00:27:23.520]know where the other person is on
the court. They can throw that no
- [00:27:26.160]look pass and know the person's going
to be there because they just know the
- [00:27:29.100]team and know the other
people's characteristics and
personalities so well that
- [00:27:34.260]they can trust each other and really
know things are going to be accomplished
- [00:27:37.230]effectively and know they can
rely on that other person.
- [00:27:40.440]So they are all dedicated to accomplishing
that mission and objective and goals.
- [00:27:45.900]And it's really easy to solve problems
where even though in the norming,
- [00:27:49.710]they may have been able to
solve the problem, in this stage
- [00:27:52.890]what happens is the team's really able
to critique each other and to maybe fix
- [00:27:58.350]some of the processes or procedures that
they're using to accomplish the goal
- [00:28:01.980]and maybe find a better way to do it.
- [00:28:03.630]But they're also able to celebrate when
they are successful together as a group
- [00:28:07.860]and not just accomplish the goal,
but celebrate together when doing so.
- [00:28:12.540]And the responsibilities are fluid.
- [00:28:14.700]So in the last clip where you
saw captain America saying, Hulk
- [00:28:18.450]you need to go do this,
Thor you need to go do this.
- [00:28:21.450]Those are very established and people
kind of stayed in their lane and didn't go
- [00:28:25.260]outside of that. You're going
to see in this next clip,
- [00:28:27.750]there is a very different mentality where
those roles are more fluid and people
- [00:28:31.800]really change roles throughout time.
And not because they're told to,
- [00:28:35.610]but because they naturally know people
will go in and out of roles naturally and
- [00:28:39.810]step up and take responsibility
when they need to,
- [00:28:42.120]and kind of step down and move into
a different role when that means.
- [00:28:46.290]But also they're also open to new ideas.
- [00:28:48.750]So even though there's been defined roles
and tasks and ways of doing things in
- [00:28:52.440]the past,
- [00:28:53.670]people are more than open to suggestions
of new ideas and processes and
- [00:28:58.170]procedures, because sometimes
those will make it more effective.
- [00:29:01.620]And if it doesn't work, they
don't cut each other down.
- [00:29:03.810]They take those opinions and ideas and
modify or critique them and make them
- [00:29:07.920]better or get rid of them altogether.
- [00:29:10.170]And then that performing stage
deadlines are always met.
- [00:29:13.200]People don't even have to question whether
or not it's going to get done by that
- [00:29:16.350]It just will because the team is dedicated
and know that you're going to get it
- [00:29:20.280]done. And I always, lastly would say
the production exceeds the expectation,
- [00:29:25.050]meaning we know we have
a goal to accomplish,
- [00:29:27.570]but we're always going to do more than
what that goal was because we worked
- [00:29:32.250]together so well.
- [00:29:33.390]And I think this next picture really shows
that even though there's three people
- [00:29:37.620]there, I would always say
that the sum is or the,
- [00:29:41.980]or the product is more than the sum
of its parts. When you work together,
- [00:29:45.130]there's that synergy that's developed.
- [00:29:46.720]So even the three people are
there when they work together,
- [00:29:49.600]you really have the work of three and
a half people because they just work so
- [00:29:52.990]well together and play off of each
other's strengths and really are able to
- [00:29:57.400]overachieve. And so part of that
is that autonomy where people,
- [00:30:01.720]once again have their own defined
roles and function in their own lane,
- [00:30:04.690]but at the same time can move in and out
of those different responsibilities to
- [00:30:08.560]make sure,
- [00:30:09.880]that they can get things done and do
it in a way that's going to be the most
- [00:30:13.300]productive and efficient way.
- [00:30:14.980]But you're also going to
see that additional people
may be asked to step up and
- [00:30:19.210]do things that aren't even a part of
the group. So the group at this point,
- [00:30:22.480]it's so comfortable in know where
their weaknesses and strengths are,
- [00:30:25.480]that they're not afraid of admitting
there's a weakness there and asking other
- [00:30:28.480]people outside of their
group to maybe help or,
- [00:30:31.570]consult with them or add something to
their project or responsibilities to help
- [00:30:37.540]them to be successful.
- [00:30:39.250]Also that resourcefulness people
will go and think of new novel ideas,
- [00:30:42.700]but that energizes other people to come
up with their own ideas and maybe modify,
- [00:30:48.010]change, and revise some of the old ways
of doing things to make it better.
- [00:30:52.660]And when you're in performing,
we know that it's not indefinite,
- [00:30:56.710]meaning that we're either going to
go to the next stage adjourning,
- [00:31:01.060]or we're going to maybe move back
into one of the previous stages.
- [00:31:04.240]If somebody leaves the group or
- [00:31:06.520]something happens and causes the group
to have some inner group conflict or
- [00:31:12.190]responsibilities change, lots
of different things can happen.
- [00:31:15.190]So know that people can regress
and go backwards. But,
- [00:31:19.540]know that for the most part it's
to either go forward or back,
- [00:31:24.040]but could be cyclical and repeat it.
- [00:31:26.650]So those are kind of some more of the
characteristics or behaviors that you may
- [00:31:30.850]see when you're in that performing state.
- [00:31:35.440]So once again, here's another
clip that shows performing,
- [00:31:37.630]and then we'll have you kind of,
- [00:31:38.680]once again mentioned some
of those characteristics or
behaviors you see in this
- [00:31:42.670]stage and why you think so we'll go
ahead and play the clip and come back
- [00:31:48.120][Film Clip]; Stark, got a stray sniffing your tail.
- [00:31:52.980]Just trying to keep them off the
streets. But they can't bank worth a damn.
- [00:31:58.380]Find a tight corner. I will roger that. Want to get
up there, you're going to need a ride.
- [00:32:09.960]I got a ride. Could use a boost though. You sure about this?
Yeah, it's going to be fun.
- [00:32:20.280]You need men in these buildings.
- [00:32:21.540]There are people inside they're going
to be running right into the line of
- [00:32:23.550]fire. You take them to the
basement or to the subway.
- [00:32:26.520]You keep them off the streets. I
need a perimeter, as far back as 39th.
- [00:32:31.290]I need men in those buildings lead to
people down and away from the streets you
- [00:32:34.500]got it. We’re going to set up a perimeter
all the way down at 39th street.
- [00:32:45.970][Joe]: All right. So once again,
kind of that same question.
- [00:32:49.630]What characteristics or behaviors did
you see that exemplify the performing
- [00:32:56.710][Katie]: So the group energy, just with all
of them working together again,
- [00:33:00.910]but then also welcoming the outside
help when they realized their target was
- [00:33:05.560]more of the problem and they
couldn't answer the people.
- [00:33:10.990]So they had the police get involved and
help do what they're good at doing so
- [00:33:17.050]that the Avengers can
focus on the bigger issue.
- [00:33:24.160]I can't remember what it is, but yeah.
- [00:33:30.490][Joe]: Yeah, absolutely. So, thanks
for sharing that once again.
- [00:33:33.970]And we'll go ahead and,
- [00:33:37.090]have you kind of talk a little
bit more at the end here,
- [00:33:40.390]but we were gonna talk about when you're
in this stage, how can we ensure,
- [00:33:45.820]that success, right?
- [00:33:47.140]How can we make sure that we're in this
stage we can continue to be successful
- [00:33:50.590]in group think is very common in this
stage when you get so comfortable with
- [00:33:55.030]everyone else in the group and what
roles and responsibilities we all have,
- [00:33:59.560]it could easily happen.
- [00:34:00.670]So we have to make sure to slow down
or always keep our head on a swivel.
- [00:34:03.670]As I like to say,
- [00:34:05.260]reevaluate constantly to make sure we're
not just coasting and that we fall off
- [00:34:10.780]a cliff like that picture would show if
we would just continue on a normal as
- [00:34:15.460]And so the way to do that
is just by continuing to
communicate the progress that
- [00:34:19.810]we're making to make sure we're on our
deadlines and following our checkpoints
- [00:34:24.100]and redefining roles, responsibilities,
and tasks, as we go along,
- [00:34:27.850]if things do change or things need to
be expedited or maybe sped up or slowed
- [00:34:33.400]down to make sure we're staying on track.
- [00:34:36.160]Make sure everybody's stating their
intentions and their disagreements on
- [00:34:40.330]things. If they have them and
not falling into that group,
- [00:34:43.030]think where just because somebody
says something it's gotta be true,
- [00:34:45.550]it's gotta be accurate. It's
gotta be the best way to do that.
- [00:34:47.980]And talking about deadlines,
- [00:34:50.110]making sure people know when that deadline
is going to be hitting and how we're
- [00:34:53.950]going to accomplish that.
- [00:34:55.090]And then what resources might be needed
because after group exists for awhile,
- [00:34:59.350]you may think that those resources
you had were always going to be there,
- [00:35:02.470]but you never know what would happen
if some of those resources are gone or
- [00:35:06.790]maybe you don't have all the
members you previously had.
- [00:35:09.400]So you have to reevaluate how you're
going to accomplish that goal,
- [00:35:12.460]having one last or two less
people. But also the leader,
- [00:35:16.240]because there might be less work and more
supervisory that needs to happen over
- [00:35:19.750]each of the group members. They could
very easily start to micromanage and,
- [00:35:23.770]and critique, too - too much on that.
- [00:35:27.430]It's not a bad thing for them to critique,
- [00:35:29.620]but doing it too much could be more
micromanaging and make people feel as if
- [00:35:34.150]they're not actually,
doing the right thing or,
- [00:35:37.620]having somebody just look over
their shoulder all the time.
- [00:35:39.960]So just hold each other accountable and
then reevaluate the output or what we're
- [00:35:44.100]doing, continually
throughout this phase.
- [00:35:46.920]And if there is any need to make sure
that we're doing what we need to,
- [00:35:51.870]to stay on track, that's really what
we need to do, at that point.
- [00:35:57.420]So I'll go ahead and kind
of turn it over to Reshell,
- [00:35:59.730]to talk about our adjourningg phase.
- [00:36:01.500]And then we'll kind of have some last
few questions for you and then we'll let
- [00:36:04.500]you go.
- [00:36:06.380][Reshell]: So with this, with this stage,
- [00:36:09.980]it is okay after groups have
accomplished their goals,
- [00:36:14.390]and sometimes - have you ever been in a
group where everybody knows that we've,
- [00:36:18.780]we've been together, we've done what
we said we were going to do now what?
- [00:36:24.170]The now what is let them go it's okay.
- [00:36:28.970]It's okay to say goodbye.
It's okay to,
- [00:36:33.710]you know, tie up any loose
ends that may be left.
- [00:36:37.400]but to move on in to
do something different,
- [00:36:40.550]it doesn't mean that you have to part
ways and you never see those individuals,
- [00:36:47.090]For the purpose that you were
originally, came together,
- [00:36:50.510]if that goal has been accomplished,
it is okay to adjourn and to,
- [00:36:55.310]move on. it's really
important to celebrate.
- [00:36:59.420]I recognized what has
been accomplished and,
- [00:37:03.330]and to reflect on that, because
that celebration and reflection,
- [00:37:08.150]allows people to
have closure to
- [00:37:12.890]a project or a process. And
people really do look for that.
- [00:37:17.810]And, and without it, it it's
like, are we done? Did we finish?
- [00:37:23.150]Is there something
else that we should be
- [00:37:32.630]So the members usually have
achieved their common goal.
- [00:37:36.050]They would determine how to retain their
friendships with other members.
- [00:37:40.280]And they're happy for
what they've achieved,
- [00:37:42.980]but do feel a sense a loss
every year, for me,
- [00:37:46.670]I have students that come
together, we plan events,
- [00:37:51.410]we interact regularly and then,
- [00:37:55.310]they graduate and the group
changes and the dynamics change,
- [00:38:00.950]but you know, those friendships
and those relationships that have,
- [00:38:05.420]that have been
established, those remain.
- [00:38:09.590]And so really, I think
as Tuckman postulated,
- [00:38:13.640]this model really was looking at how
do we help groups build relationships,
- [00:38:20.030]commun - strong
communication, to accomplish,
- [00:38:23.810]accomplish a common purpose and goal?
- [00:38:25.850]And that there are ways in which if
we're aware of where we are and how we're
- [00:38:32.360]progressing through those stages,
- [00:38:34.610]the group much more apt to be successful
in the long run. And the goals and
- [00:38:40.300]things are accomplished.
Go ahead. No. Good.
- [00:38:46.350][Joe]: All right. So we've got one more
video clip here, and then we'll
- [00:38:49.240]ask you one last question here and
then do some discussion questions.
- [00:38:53.580][Film Clip]: They've gone their separate
ways. Pretty, extremely far.
- [00:38:59.430]We get into a situation like this again,
what happens then? They'll come back
- [00:39:06.630][Joe]: All right. A lot shorter
clip this time. But
- [00:39:09.990]one thing we we'd like to
mention is during this stage,
- [00:39:14.150]the group's gone through all the stages.
So it really is okay to say, Hey,
- [00:39:18.120]we're done. And just like
that video showed we,
- [00:39:22.130]we don't re- regroup as a,
as a unit unless we need to,
- [00:39:26.310]but we noticed right there that if we
need the group to come back together and
- [00:39:30.750]save the world again,
they'll naturally come back.
- [00:39:33.390]The group will re- reconvened when needed.
- [00:39:36.150]So that's really the kind of underlying
note we wanted to make sure people got
- [00:39:40.530]from that one, rather than, I guess,
- [00:39:41.850]asking you to point out
characteristics since it's so short,
- [00:39:45.300]that's really the takeaway.
- [00:39:46.380]We want everybody to gain
from this a little clip.
- [00:39:51.420][Reshell]: And then when they do reconvene,
- [00:39:53.940]because those relationships
had been built,
- [00:39:57.390]it's easy for the group to come
back together on a different,
- [00:40:01.830]maybe under a different circumstance
from different places and to,
- [00:40:06.870]not necessarily just pick
up from where they left off,
- [00:40:10.380]but it takes a lot less time to go back
through those stages because there's
- [00:40:14.880]already familiarity with one another.
- [00:40:18.060]There's already some sense
of how we communicate.
- [00:40:23.190]And so it, there may be a
short-term cycling back through,
- [00:40:27.420]but it doesn't have to take as
long as it did initially. [Joe]: Yup.
- [00:40:32.550]Awesome. So we're kind of
on our discussion questions.
- [00:40:34.680]This is I think the best way for us to
end and kind of have you give us some
- [00:40:39.150]feedback on these questions on how you
could maybe utilize this information.
- [00:40:42.630]But the first question we wanted to kind
of get some insight from you on is what
- [00:40:46.800]stage of group development best reflects
the group or team you're a member of,
- [00:40:50.700]and then give an example, but kind of
armed with this knowledge. What,
- [00:40:55.050]can you do to kind of move
that group to that next stage?
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