Team Management

1. Who pioneered the forming, storming, norming, and performing model?
   Bruce Tuckman, an American psychologist, coined the model in 1965 and later updated it
   in 1977 by adding the adjourning phase (Collins & Castro, 2020). Tuckman discussed the five
   phases of a team, including forming, storming, norming, performing, and adjourning.
2. What are the five dysfunctions of a team identified by Lencioni?
   Lencioni identified five dysfunctions of a team. One dysfunction was lack of trust, which
   happens when a team member is unwilling to point out the mistakes, weaknesses, and any help
   they might need. The second dysfunction is the fear of conflict. In the absence of trust, team
   members become incapable of engaging in passionate and meaningful debates to address their
   issues, ultimately escalating conflicts. The third dysfunction is lack of commitment. The
   presence of conflict and distrust in a team creates a disengaging environment, and members tend
   to show disinterest in each other. At this point, no one is ready to commit to the team or an
   organization. The fourth dysfunction is failure to commit to a plan of action. At this point, team
   members usually hesitate to speak up and address their reams’ behaviors and attitudes. The last
   dysfunction is inattention to team objectives. In such cases, members prioritize their needs rather
   than the planned team goal, especially because they are not held accountable for their actions
   (Lencioni, 2012).
3. What does Tuckman’s model explain about team development?
   Tuckman’s model posits that when a team becomes strong and mature, it gains the ability
   to establish strong relationships and make leadership changes. Team members directly engage
   with each other and are willing to undertake training and complete assigned tasks. The team
   becomes attached such that members can agree on selecting a leader to replace the initial one.

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4. What is your ideal role in a team meeting?
   There are various ideal roles that I play in a team meeting. I make sure that the meeting
   proceeds as initially planned. I also serve to encourage team members to remain professional and
   positive. Sometimes, team members try to act up and change the course of the meeting to be
   about them and their concerns instead of letting the meeting address the planned goals. As a
   leader, my objective is to take control of team meetings and ensure planned goals are addressed
   rather than individual interests.
5. Dr. Ichak Adizes, the founder of the Adizes Institute, created the PAEI model
   during the 1970s. What are the four roles defined by Adizes?
   The PAEI management model classifies managers into four roles: producer,
   administrator, entrepreneur, and integrator. Dr. Ichak Adizes posits that no individual manager
   can meet all these roles in their departments (Adova & Milekhina, 2020). Therefore, effective
   management requires a team of managers to handle complex challenges and issues when
   working together. The producer managers focus on producing the desired results to enhance
   customer satisfaction. Administrators are interested in how things are done and undertake
   activities such as planning, organizing, and controlling. The entrepreneur inspires people around
   them and embraces possible changes in an organization. Such managers create new opportunities
   and respond to various threats. The integrators focus on developing teams to enhance their
   efficiency and reliability. When all these managers work together, they create a functional
   environment that enhances organizational performance, profitability, and sustainability.
6. How can PAEI roles be used to build a well-rounded managerial team?
   The PAEI roles can help construct a reliable and sustainable managerial team. When the
   departments within an organization have a manager to fill each role, the processes become

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effective and smoother. Such is associated with the aptitude of executive teams to access
individual weaknesses and supplement them with strengths to support teamwork. The model also
plays a significant role in identifying the ideal position of each manager depending on their skills
and competencies (Adova & Milekhina, 2020). The concept proves that no individual manager
can single-handedly and effectively perform all these roles. The primary goal of a management
team is to ensure the team achieves the desired outcomes together. Teamwork fosters effective
communication, collaboration, higher performance, and increases organizational sustainability.

7. What is the primary goal of a team?
   A team’s primary goal is to work together to achieve the desired group goals or end-state
   outcomes. Working together or collaborating is integral as it guarantees everyone is focused on
   team goals, not personal interests.
8. Who is the glue that binds teams and the organization, ensuring that all cogs remain
   headed toward the same goal?
   The managerial team itself is the glue that binds teams and organizations. The main goal
   is to ensure members work as a team towards achieving the shared group goals and end-state
   outcomes. Having the same goals and interests ensures that the team remains focused and
   everything they do aims at achieving the set goals and objectives.
9. Are teams a functional aspect of a working organization?
   Undeniably, teams are functional aspects of a working organization. They play a
   significant role in directing plans to ensure the organization achieves the desired outcomes.
   Teams also ensure that all members get information and every operation runs as initially
   planned.
10. What are the steps in team development?

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There are four steps involved in team development: forming, storming, norming,
performing, and adjourning (Collins & Castro, 2020). The period between orientation and
familiarizing with each other is the forming stage. The stage is characterized by uncertainty as
people look for authority and leadership. Team members ask questions such as what the team
offers and what is expected of them. Then there is the storming stage, which is arguably
considered the most critical phase of team development. It is marked by competition and
conflicts as people reveal their personalities. Team performance reduces at this stage since most
of the energy is directed toward unproductive activities like disagreements. At the norming stage,
the team experiences some degree of unity as conflicts are resolved. People choose their leaders,
and individual members’ roles are defined. Team performance increases as members corporately
focus on team goals and objectives.
In the performing stage, the team becomes more organized and well-functioning.
Members become committed to the team’s mission and establish a stable structure. The team
focuses on achieving the set goals and problem-solving. Whenever problems arise, they are dealt
with constructively and objectively. The final stage is adjourning. This is a phase in which most
team goals have been accomplished. The main focus is finishing the final tasks and documenting
results (Collins & Castro, 2020). Once the workload is finalized, the team disbands.

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Reference

Adova, I. B., & Milekhina, O. V. (2020). Role-playing design of the model of competencies for a
competitive manager. In Far East Con: Proceedings of the International Scientific
Conference–2020. https://dx.doi.org/10.2991/aebmr.k.200312.155
Collins, C., & Castro, E. (2020). The five stages of team development. Illinois Mathematics and
Science Academy. https://digitalcommons.imsa.edu/rl_cpg_3/11/
Lencioni, P. (2012). The five dysfunctions of a team: Team assessment. John Wiley & Sons.