Applying Team Behavior Theory To Solution Week 5 Assignment

Applying Team Behavior Theory To Solutionstheweek 5assignme

Using the same organization you identified in Week 1, critically analyze interventions for addressing organizational problems using team behavior themes. Now that you have diagnosed a set of organizational problems (in your Week 1 and Week 3 papers), consider what action steps or interventions are required, who needs to participate in those interventions, when those interventions need to occur, and how you will evaluate the effectiveness of those interventions. You should include new insights about problems and root causes that have emerged since you completed your earlier work in the class.

In preparation for your Week 5 paper, design an intervention and evaluation plan that addresses the what, who, when, and how questions noted in the previous paragraph. Consult your instructor for guidance, as needed. Focus on team behavior themes. Imagine that you are presenting the plan to the chief executive officer (CEO). Although actual consulting work might use a consulting report or even a presentation, for this assignment, prepare your presentation as a rigorous academic paper so that you can continue building those academic writing skills early in your doctoral program.

Paper For Above instruction

This paper presents a comprehensive analysis of organizational challenges within a selected organization, applying team behavior theories to develop effective interventions and evaluation strategies. The chosen organization is a mid-sized technology firm specializing in software development, with a workforce of approximately 200 employees. This organization has experienced issues related to team cohesion, communication breakdowns, and inefficient collaboration, which hinder project delivery and employee satisfaction.

The diagnosis of organizational problems was based on prior assessments, including employee interviews, performance data, and observation. Key symptoms included missed deadlines, high employee turnover, and low engagement scores. A differentiation between symptoms and root causes revealed that the underlying issues stem from poor team dynamics, lack of clear roles, and inadequate leadership support—factors critically linked to team behavior themes such as trust, communication, and role clarity.

If these problems remain unaddressed, the organization risks continued project delays, diminished innovation capacity, increased employee burnout, and competitive disadvantages in the marketplace. Conversely, successful interventions could foster a more collaborative environment, boost productivity, and enhance employee morale, ultimately improving organizational performance and sustainability.

The intervention plan is justified through a structured approach grounded in team behavior theory. The “what” entails implementing team-building activities, clarifying roles, and enhancing leadership coaching. The “who” includes team leaders, HR personnel, and all team members. The “when” proposes phased implementation over three months, aligning with strategic planning cycles. The evaluation plan involves measuring changes in team cohesion, communication effectiveness, and project outcomes through surveys, performance metrics, and qualitative feedback.

Academic literature supports the importance of team development interventions, including Tuckman's stages of team development, trust-building exercises, and role clarification frameworks (Katzenbach & Smith, 2015; Tuckman, 1965; Salas et al., 2015). By systematically applying these principles, the organization can address root causes and foster sustainable team behavior improvements.

References

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• Salas, E., Tannenbaum, S. I., Kraiger, K., & Smith-Jentsch, K. A. (2015). The science of training and development in organizations: What matters? Psychological Science in the Public Interest, 16(2), 74–101.
• Tuckman, B. W. (1965). Developmental sequence in small groups. Psychological Bulletin, 63(6), 384–399.
• Burke, C. S., Stagl, K. C., Klein, C., Goodwin, G. F., Salas, E., & Halpin, S. M. (2017). What difference does it make? The effects of leadership, perceived value, and team diversity on team performance. Journal of Managerial Psychology, 32(3), 224-241.
• Hackman, J. R. (2011). Collaborative intelligence: Using collective know-how to do great things. Berrett-Koehler Publishers.
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• Edmondson, A. (2019). The fearless organization: Creating psychological safety in the workplace for learning, innovation, and growth. Wiley.
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