Team Development Models Predictable Stages in Creating and Sustaining Teams Benefits of Team Development Models Organizational behavioral researchers have studied team development for years There are a number of models to describe how teams form and the stages of their development They are helpful in providing a language and framework for understanding team behavior and identifying remedies to move from one stage to another They also help us understand where your team might be stuck We will look at two models now and revisit through the term You will be accountable for tracking your group’s progress and referring to these development models The Drexler-Sibbett Model A Seven Stage Model Four creation stages Three sustaining stages Sources: Drexler, A., Sibbett, D., & Forrester, R. (1988). Team performance model. In Team Building: Blueprints for productivity and satisfaction. Somerset, NJ: Pfeiffer. Forrester, R., & Drexler, A (1999).
Chapter One – Reflection Paper The first chapter of our text, Organizing Themes in Development, discussed several theories past and present about human development that are critical for a counselor to possess a solid, thorough understanding so they can draw upon this information to help solve problems and find solutions for the client. The theoretical lens that best fits with my view of human development would be the multidimensional / systems theories because there are so many different aspects that are influencing development and that are influenced by development. In particular, I felt Bronfenbrenner’s Bioecological Theory as well as Life Span Developmental Theory make the most sense. My initial thoughts on the major issues in development such as continuity and discontinuity are to side with continuity, in that development changes steadily and over a period of time versus rapid and only during the transitions between stages. In regard to nature and nurture, I feel that the book is accurate in stating on page 18 that they are interdependent upon one another versus separate and “against” one another.
Introduction The scope of this assignment is to critically compare and contrast the two different approaches in virtual team developing: coaching and counseling. Essential part of this project examines the different models of effective coaching and counseling. In addition this research shows how to prevent ineffectiveness in teams composed of on individuals located in different places, time zones, or members who are assigned to a particular project, but they have to communicate virtually. Why coaching and counseling virtual teams? First and foremost every virtual team experience threats related to its effectiveness.
* The benefits of ‘group as a whole’ versus one on one interventions in a group setting. * Advantages and disadvantages of group work versus one to one counselling/psychotherapy (i.e. under what circumstances would I recommend one modality over the other?) Introduction: - Many curative factors identified – too many to include. - In this assignment I will emphasise those factors that had particular relevance to me during my experiential group sessions during the course and my experience facilitating group work.
The subfield of Psychology that is best suited for providing psychological insight that will contribute to me liking sports is developmental psychology. Developmental psychology is the study of human development that is important to psychology. Biological factors do have a great influence on the way we are, but other critical contributors which underlay in developmental psychology are anthropology, sociology, education, and history. When we change and grow it is the process of developmental psychology that helps us to better understand this. This study seeks to understand how and why we change throughout our life.
This area of Organization Behavior is of interest to me because micro-organizational behavioral studies focus on individual and group dynamics within an organization. In other words, micro-organizational behavior correlates how employees act alone or in teams. On an individual basis, much of micro-organizational behavior is concerned with rewarding employees in ways that work best for them, and studying their personality types to determine where they might be a good fit. In addition to rewarding employees this type of organizational behavior also focuses on mentorship and coaching. Team studies are a very popular part of organizational behavior studies and examine the best ways to form, use and lead teams in a variety of situations.
Personality and team effectiveness According to Huczynski and Buchanan (2007) a personality profile contains five key characteristics: openness, conscientiousness, extraversion, agreeableness and negative emotionality which affect team effectiveness. The main advocates of this approach are Paul Costa and Robert McRea. Each characteristic, which has two sides, shows something about how you react in different situations. However, you cannot say which side of a characteristic is best. You have to see it in relation to other things.
Skills-based teambuilding 4. Problem solving-based teambuilding Personality-based Teambuilding In personality-based teambuilding, members of the team fill out a personality questionnaire and then learn about their own personalities and the personalities of their fellow team members. The team then uses the results as a basis for discussion, developing action steps, and participating in various development experiences. The underlying rationale for this approach is that if team members better understand each other (such as differences in how team members perceive, make decisions, and react to events), they can then learn how to better communicate and deal with each other, thus enhancing team effectiveness. Activity-based Teambuilding In activity-based teambuilding, teams carry out challenging tasks, usually in outdoor settings (e.g., an experiential "ropes" course, or an outdoor adventure, such as white water rafting, mountain climbing, a survival course, or boot camp).
These are broad generalizations and one must keep in mind that all cultures are rapidly evolving and continuously influencing one another throughout their ongoing interactions (Granered, 2006). The point is that a team member’s ability to trust is affected by social and cultural influences beyond their immediate control and this must be recognized in order to build an effective team. Trust can be lost in a team setting just as it can in other
There is the constant change in political agenda, theories, new approaches and so social workers must match up these new developments to their own skills in order to keep up with the demands of the job. There are many skills and attributes needed when being committed to lifelong learning within social work such as resilience, reflection, continuous professional development, critical thinking and so on. Rutter’s conclusion (2012, p. 57) supports the view of Cheetham and Chivers (2001, cited in Rutter, 2012, p. 57) that there are dangers of relying on one single approach in regards to learning however this essay seeks to consider two of the skills and attributes needed for effective lifelong learning as a social worker. The first is that of reflection which looks back at ones experiences and situations, identifying what worked and what didn’t. The second is that of critical thinking which moves deeper than the skill of simple reflecting, it goes on to analyse the findings from reflective practice to provide a much deeper level of learning.