Stages of Group Development
Group development is a theoretical framework encompassing a five-stage level. A team comprises different people from different backgrounds. In this case, there are dynamic levels of interaction among the members with the aim of determining the core goals and objectives for the crew. The five phases for the transformation include forming, storming, norming, performing, and adjourning (Lacerenza et al., 2018). The first stage enshrines the establishment of ground rules, goals, and individualized duties and responsibilities. In this case, it is the responsibility of the troupe leader to enhance the relationship-building among all persons within the setting.
The second stage of group development is the storming that involves the emergence of conflicts among the members mainly because of the revelation of diversity. Dynamism is an essential factor in the team setting due to the distinct provision of ideas and works ethics. However, it is also a source of argument among individuals from the same group. Therefore, during this phase, the associates engage in confrontational platforms with the aim of relating the goals with the disparate practices within the framework. It is a condition that leads to the third section of the advancement. In this case, the level enshrines the norming behavior among the participants (Lacerenza et al., 2018).
In this case, the section portrays a coherence and tolerant character among the affiliates. The previous process is an experience that the members use to reconcile the recurrent confrontations and differences for an effective decision-making baseline. As a result, the second and third augmentations are interdependent and empower the personnel with advanced intelligence about the nature of interactions.
The fourth stage of development of groups is the performing encompassing the optimal coordination and cooperation among the team members to boost the output. During this phase, the participants focus on the core goal of delivering high production levels based on the framework. There is significant independence among the individuals in the completion of assigned tasks without the supervision of the leader (Lacerenza et al., 2018). The final section is the adjournment that engulfs the breaking of the bond among the delegates despite the strong bond developed while accomplishing the set targets.
Methods of Information Gathering
The efficiency during the process of information gathering relies on the method utilized by the group. There are different methods of collecting details regarding particular topical issues. The dynamic approaches include questionnaires, interviews, documentation review, observation, case studies, and focus teams. The first aspect is the use of surveys whereby the members present the respondents with queries that enhance the build-up of the relevant data for analysis (Emoghene & Nonyelum, 2017). In this case, the group personnel amasses crucial primary findings to determining the major insights about the study concepts. It is an effective practice for the convergence of significant knowledge for further research.
Another information gathering technique is the use of interviews whereby the members schedule appointments with targeted respondents for a session. During the period, the individuals interact while the group affiliate scripts critical insights about the topical issues. As a result, the practice fosters the collection of primary data for vital analyses and critique based on the contribution of professionals or experienced entities. A different method of the mobilization of facts enshrines the review of documents (Emoghene & Nonyelum, 2017). Over the decades, scholars fostered the profound research of dynamic conceptual frameworks.
Technological advancement further geared the intensification of analysis and exploration of the dynamic phenomenon. Primarily, the data aggregation rendered the proficient grounds of the information pool for scrutiny and auditing.
Observation is another method of information gathering utilized by groups to enhance the analysis of facts and insights. On the one hand, the method fosters the bias contribution by the members mainly because of the reliance upon the participation and concentration of the individuals. On the other hand, the approach gears the provision of primary data for the evaluation of certain frameworks. One of the prominent baselines in academics entails the addition of the pool of knowledge to the systematic evolutionary gradient (Emoghene & Nonyelum, 2017). Other practices fostering the assessment of crucial details enshrine the exploration of focus group perspectives and the case studies regarding similar ideologies and mainframes.
Differences between Self-Managing Team and Traditional Team
A traditional team focuses on the assignment of duties to members based on skills and expertise. In this case, an individual completes tasks based on the established goals indistinct from a self-managed group. The self-managed teams allocate duties based on the personal commitment to accomplish the main targets (Gerpott et al., 2019). In this case, the associates show significant accountability to the outcomes and the shortcomings. The major baseline difference involves the exploitation of autonomy among the participants.
Autonomy within the traditional team is centralized while in self-managed it is decentralized. In this case, members in the conventional setting follow instructions delivered based on the perspective of the leader with a minimal contribution. In the modern group, the affiliates equally participate in the decision-making and duty allocation process to enhance productivity and efficiency (Gerpott et al., 2019). It is a strategic initiative that renders coherence and performance among the members of the team.
Self-managed teams encounter a significant challenge in boosting performance mainly because of the variant element of expertise in knowledge and skills. Although the conventional team setting hinders the optimal contribution of the members in the agendas, it is a phenomenon that enhances consistency in the accomplishment of goals and tasks (Gerpott et al., 2019). The self-managed teams foster independence among the participants, however, they also face the problem of inconsistency based on the difference in the levels of professionalism and experiences.
Ways to Boost Team Performance
Team performance is a concept that involves the integration of strategic management initiatives promoting productivity. One of the approaches is the use of autonomy. The decentralization of autonomous decisions ensures the optimal contribution of the participants in the attainment of the set goals and objectives (Salas et al., 2017). However, it is crucial that the associates ensure that there is the centralized management of the details to enhance the optimal output and consistency within the framework.
Another aspect that enhances team performance is the appreciation of the development status. The different levels of maturity of a group foster dynamic impact and coordination among the members. Therefore, the establishment of initiatives and the remedy to eradicate negative effects renders a proficient productivity aspect (Salas et al., 2017). In this case, team performance depends on the ability to boost the relationship-building among the members of the group.
The final approach to boost team performance is the integration of the different methods of practice. It is an initiative that enhances productivity within a group mainly because of the coordination of the activities such as the gathering of information. In this case, the clarity in the objectives and goals ensures the delivery of sufficient results (Salas et al., 2017). Therefore, dynamism in the system functionality is a form of an organization that renders the cooperation among the affiliates to achieve the troupe’s mission.
Emoghene, O., & Nonyelum, O. F. (2017). Information gathering methods and tools: A comparative study. IUP Journal of Information Technology, 13(4), 51-62. Web.
Gerpott, F. H., Lehmann-Willenbrock, N., Voelpel, S. C., & Van Vugt, M. (2019). It’s not just what is said, but when it’s said: A temporal account of verbal behaviors and emergent leadership in self-managed teams. Academy of Management Journal, 62(3), 717-738. Web.
Lacerenza, C. N., Marlow, S. L., Tannenbaum, S. I., & Salas, E. (2018). Team development interventions: Evidence-based approaches for improving teamwork. American Psychologist, 73(4), 517. Web.
Salas E., Reyes D.L., Woods A.L. (2017) The assessment of team performance: Observations and needs. In: von Davier A., Zhu M., Kyllonen P. (Eds.) Innovative assessment of collaboration. Methodology of educational measurement and assessment. Springer.