A641.5.3.RB - ICT at the Team Level
The
concept if ICT in a group dynamic is very similar to that of the individual
with some variations. There are five discoveries (steps) in the group dynamics
just as with the individual, emergence of shared ideal, vision, or dream,
exploration or norms, paradoxes, challenges, and gaps, the groups learning
agenda, group experimentation and practice, and resonant relationships (Akrivou
et. al., 2006). I find it noteworthy to mention that while reading this, I
thought of the four stages of team development and how this correlates with the
discoveries in group intentional change. The Whetten and Cameron text states
that “despite the variety in composition, purpose, and longevity of [a team]…
the stages of group and team development [has] been strikingly similar” (2011,
p. 498). There have been four specific stages identified: the forming stage;
the norming stage; the storming stage; and the performing stage.
Under
these stages there is a particular set of behaviors exhibited by team members.
The forming stage is when the team or group members first come together. They
are not yet a cohesive unit; each member is inquisitive about who the others
are, what will be expected of them, who will be emerging as a leader, and what
will happen. “Once team members have become oriented, achieved clarity about
the team’s goals, and accepted their place in the team” (Whetten & Cameron,
2011, p. 499) the norming stage begins. The focus of the group shifts from
uncertainty to developing norms of a unified group. As roles and expectations
are being ascertained during the norming stage, it can give way to friction and
dissention. Should this occur, it is referred to as the storming stage; the
“differentiation of team members’ roles invariably leads the team into a stage
of potential conflict and counter -dependence” (Whetten & Cameron, 2011, p.
501).
The final
stage represents “highly effective and efficient team functioning” (Whetten &
Cameron, 2011, p. 503). The performing stage has overcome many issues and has
been able to develop a clear vision, commitment, foster loyalty, and high
morale. The members of the group are then concerned with helping one
another thrive, how to foster continuous improvement and creativity, building
competence, and maintain high energy levels (Whetten & Cameron, 2011). As
the team explores each stage of development and each discovery, the positive
and negative emotional attractors (PEA) and (NEA) will be the driving force
behind the development of the team’s philosophy, values, goals, and resonance.
An equal balance of these attractors is essential for discovery and instilling
a shared team identity. All of these come together to form that "dream
team".
Though
not all deemed dream teams are so successful. As mentioned in the prompt, the
2000 and 2004 Olympic US Women’s soccer team was very successful whereas the
men’s basketball team was not. One standout reason for me of why that might be
is that the soccer team had been in the performing stage of development far
longer than the men’s basketball team. These ladies had played together in many
arenas beyond the Olympics and had already formed those resonant relationships
with one another. On the other hand, the men’s basketball team, many of the
players were accustomed to being opponents during their regular NBA season.
They were not teammates; but instead, they were rivals. In addition, the team
from 2004 lost nine of its elected twelve players when they declined the
invitation to Athens. I would also wager a guess that egos may have also played
into why the team was not able to perform as well. They all wanted to be stars,
just a thought!
References
Arikvou, K., Boyatzis, R. E., & McLeod, P. L. (2006).
The Evolving Group: Towards a Prescriptive Theory of Intentional Group
Development. The Journal of Management Development. (25)7, 689-706
Whetten, D. A., & Cameron, K. S. (2011). Developing
Management Skills (8th ed.). Upper Saddle River, N.J.: Prentice Hall/Pearson.
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