How Can Understanding Stages Of Group Development Help

How Can Understanding Stages Of Group Development And Group Propert

How can understanding stages of group development and group properties help employees in a work group function more effectively? As a manager, how would you help employees come to that understanding? Although the optimal level of conflict can be functional, no conflict or too much conflict can be dysfunctional. What steps would you as a manager take to stimulate some degree of conflict when appropriate and reduce conflict when it is excessive? What is the difference between a group and a team? Would your strategy be different for putting together a group than creating a team? Explain your answer. In the article in the Electronic Reserve reading list noted below for Week Three, the authors discuss several strategies for resolving group or team conflict. Which type of strategies seems to fit you best? What criteria should you consider when determining the best conflict resolution strategy? (Page 18 contains the most commonly used methods for conflict resolution.) Sikes, B., Gulbro, R., & Shoesy, L. (2010). Conflict in work teams: Problems and solutions. Allied Academies International Conference: Proceedings of the Academy of Organizational Culture, Communications & Conflict (AOCCC), 15(1), 15-19.

Paper For Above instruction

Understanding the stages of group development and properties of groups is essential for fostering effective teamwork and enhancing employee performance within a work environment. Groups typically progress through distinct phases—forming, storming, norming, performing, and adjourning—that influence how team members interact, establish norms, resolve conflicts, and achieve goals. Recognizing these stages enables managers to facilitate smoother transitions and address challenges proactively, which ultimately improves group cohesion and productivity (Tuckman, 1965).

During the forming stage, members get acquainted and establish initial expectations. Managers can help employees understand these stages by providing clarity about the group's process, setting clear goals, and fostering open communication. This transparency helps reduce uncertainty and aligns individual efforts with overarching objectives (Wheelan, 2005). Appreciating the storming phase, where conflicts often arise as roles and responsibilities are challenged, allows managers to mediate effectively, promoting healthy disagreement and constructive debate. Norming follows as members develop cohesion, shared norms, and mutual trust, with the manager facilitating team-building activities and collaborative problem-solving (Moreland & Levine, 1982).

Functioning effectively in a workgroup requires understanding that conflict can be both beneficial and detrimental. A manager should stimulate a controlled level of conflict to encourage diverse viewpoints and innovation, known as functional conflict. This involves fostering an environment where differences are openly discussed without personal hostility. Conversely, when conflicts become destructive—causing stress, distrust, or reduced productivity—steps must be taken to de-escalate tensions. Strategies such as conflict coaching, mediation, and establishing clear communication channels can help manage excessive conflicts (Jehn & Mannix, 2001).

Differentiating between a group and a team is fundamental. A group is a collection of individuals who work independently toward individual goals, whereas a team is a cohesive unit working collaboratively to achieve common objectives. When forming a group, the strategy often involves assembling individuals with diverse skills or backgrounds with minimal emphasis on interdependence. Conversely, creating an effective team requires deliberate strategies to foster mutual accountability, shared purpose, and interdependence among members. Team development emphasizes building trust, clarifying roles, and encouraging collaboration, which are less prioritized in simple groups (Katzenbach & Smith, 1993).

Regarding conflict resolution, the article by Sikes, Gulbro, and Shoesy (2010) outlines strategies such as problem-solving, confrontation, compromise, smoothing, and withdrawal. The most suitable approach depends on the nature of the conflict, the stakeholders involved, and the desired outcome. For example, problem-solving is effective when the conflict is rooted in substantive issues and all parties are committed to finding a mutually beneficial solution. Conversely, smoothing might be appropriate for minor disputes where maintaining harmony is prioritized over substantive resolution. A manager should evaluate factors like the urgency of resolution, power dynamics, and the importance of relationships before selecting a conflict management strategy (Rahim, 2002).

In my personal approach, I favor collaborative conflict resolution strategies such as problem-solving because they promote open dialogue, mutual understanding, and sustainable solutions. This method aligns with the principles of integrative bargaining, where the focus is on expanding the resource pool to achieve win-win outcomes. When selecting a conflict resolution approach, I consider criteria including the conflict's complexity, the importance of maintaining relationships, the level of trust, and the potential impact on organizational goals. Effective conflict management not only resolves issues but also strengthens team cohesion and organizational resilience (De Dreu & Gelfand, 2008).

In conclusion, understanding the stages of group development and properties is pivotal for managers aiming to facilitate effective teamwork. Recognizing the value and dangers of conflict allows leaders to manage it constructively, promoting innovation and cohesion. Differentiating between groups and teams ensures appropriate strategies are employed during formation and development. Employing suitable conflict resolution strategies, tailored to specific situations, is essential for maintaining a positive work environment and achieving organizational objectives.

References

• De Dreu, C. K. W., & Gelfand, M. J. (2008). The Psychology of Conflict Management in Organizations. Psychology Press.
• Jehn, K. A., & Mannix, E. A. (2001). The Dynamic Nature of Conflict: A Longitudinal Study of Intragroup Conflict and Group Performance. Academy of Management Journal, 44(2), 238-251.
• Katzenbach, J. R., & Smith, D. K. (1993). The Wisdom of Teams: Creating the High-Performance Organization. Harvard Business School Press.
• Moreland, R. L., & Levine, J. M. (1982). Real Group Evolution and the Social Psychology of Task Groups. In Advances in Experimental Social Psychology (Vol. 15, pp. 1-53). Academic Press.
• Tuckman, B. W. (1965). Developmental Sequence in Small Groups. Psychological Bulletin, 63(6), 384-399.
• Wheelan, S. A. (2005). Creating Effective Teams: A Guide for Members and Leaders. Sage Publications.
• Rahim, M. A. (2002). Toward a Theory of Managing Organizational Conflict. International Journal of Conflict Management, 13(3), 206-235.
• Sikes, B., Gulbro, R., & Shoesy, L. (2010). Conflict in work teams: Problems and solutions. Allied Academies International Conference: Proceedings of the Academy of Organizational Culture, Communications & Conflict (AOCCC), 15(1), 15-19.