Group and Team Development

Melissa Griffith Phelps Author

05/07/2021 Added

32 Plays

Description

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 more acquainted,
[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
[00:16:26.510]Avengers.
[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
[00:21:13.470]slide.
[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
[00:21:26.110]together,
[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
[00:22:18.010]stage.
[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?
[00:24:12.140]Smash.
[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 distinguishing factors.
[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
[00:29:15.960]deadline.
[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
[00:31:46.330]together,
[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
[00:32:53.800]stage?
[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
[00:34:14.800]normal.
[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,
[00:36:46.790]But
[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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