Teamwork

One thing I could give an example of me working as a team was at a football match. The reason why the team was a success was due to the fact that before the match kicked off we had a team meeting to solve the problem within the team and we communicated very well with each other during the match, encouraging each other and working harder than we had ever done.
The relevant theory that related to this teamwork was Bruce Tuckman’s 4 stages of group development especially the second one because there was a lot conflict going on which didn’t allow the team to perform to our ability. But when the issue was discuss between ourselves we where able to sort it and move on to the next stage.
Tuckman described the four distinct stages that a group can as it comes together and starts to operate. This process can be subconscious, although an understanding of the stages can help a group reach effectiveness more quickly and less painfully.
Stage 1: Forming
Individual behaviour is driven by a desire to be accepted by the others, and avoid controversy or conflict. Serious issues and feelings are avoided, and people focus on being busy with routines, such as team organisation, who does what, when to meet, etc. But individuals are also gathering information and impressions - about each other, and about the scope of the task and how to approach it. This is a comfortable stage to be in, but the avoidance of conflict and threat means that not much actually gets done.

Stage 2: Storming
Individuals in the group can only remain nice to each other for so long, as important issues start to be addressed. Some people's patience will break early, and minor confrontations will arise that are quickly dealt with or glossed over. These may relate to the work of the group itself, or to roles and responsibilities within the group. Some will observe that it's good to be getting into the real issues, whilst others will wish to remain in the comfort and security of stage 1. Depending on the culture of the organisation and individuals, the conflict will be more or less suppressed, but it'll be there, under the surface. To deal with the conflict, individuals may feel they are winning or losing battles, and will look for structural clarity and rules to prevent the conflict persisting.
Stage 3: Norming
As Stage 2 evolves, the "rules of engagement" for the group become established, and the scope of the group's tasks or responsibilities are clear and agreed. Having had their arguments, they now understand each other better, and can appreciate each other's skills and experience. Individuals listen to each other, appreciate and support each other, and are prepared to change pre-conceived views: they feel they're part of a cohesive, effective group. However, individuals have had to work hard to attain this stage, and may resist any pressure to change - especially from the outside - for fear that the group will break up, or revert to a storm.
Stage 4: Performing
Not all groups reach this stage, characterised by a state of interdependence and flexibility. Everyone knows each other well enough to be able to work together, and trusts each other enough to allow independent activity. Roles and responsibilities change according to need in an almost seamless way. Group identity, loyalty and morale are all high, and everyone is equally task-orientated and people-orientated. This high degree of comfort means that all the energy of the group can be directed towards the task(s) in hand.
My group didn’t manage to get to performance level until it was heading to the deadline. The reason is that my group where all talk but no action we settled all right, we decided to arrange what part each person takes and who does what for a agreed date we scheduled. The date set comes up and most of us had not even started or it’s was incomplete. Therefore getting to performance was more than a struggle at first; this attitude reflected hugely on our grade. Well we didn’t know each other very well I guess. Trust, is the key to success we had a lot of it at start until we started to approach performance that’s when we all got to know each others strength and weakness.

• Together for the good of the UK.
Strong employee engagement helps our winning organizations make a real difference to people’s daily lives, report Nick Rodrigues and Jamie McGinnes
http://business.timesonline.co.uk/tol/business/career_and_jobs/best_100_companies/article7059990.ece (accessed on 25/04/10)

• Special awards roll of honor.
Outstanding achievement in the workplace is recognized by five special awards.
http://business.timesonline.co.uk/tol/business/career_and_jobs/best_100_companies/article7059844.ece (accessed on 25/04/10)

• Famous Models:
Stages of Group Development
http://www.chimaeraconsulting.com/tuckman.htm (accessed on 3/04/2010)