Substantive replies

Substantive replies:

-130 words reply on the following written essay
-Please post at least two substantive replies (ask open ended questions) to classmates and one response from your instructor

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Post #1

In my organization, the type of team that we develop is teamwork because we work together to carry out a task. My job is to put different warehouses into operation according to the standards required by my organization. When I started working in a new warehouse, I did get assign a work team, and our goal was to pass the final inspection. However, it is not easy to achieve without the team’s support, and it isn’t easy to transition. The team I must work with goes through the five stages, as Tuckman Model says, but in different ways.

At the beginning of the mission. The team they assigned to me is not used to dealing with their new leader and cannot fully understand the goal. The second step is to assign each member to an area to start developing the task. We continue to develop the plan, and everyone understands and gets used to it and sees the panorama clearer, giving more meaning to the tasks given to them to reach the final goal. The final step is when everything is running smoothly, and my team understands the purpose of the tasks. Bion’s four possible traps are Dependence, Fight or Flight, Pairing, and Unity. The one I’m going to talk about is Fight or Fly.

I chose it because I am on active duty, and I have felt this firsthand. “When an animal feels a threat, stress mechanisms are triggered. The term” Fight or Flight response “Walter Bradford Cannon refers to the fact that the animals are physically prepared to fight or fly in these situations. The heart beats faster; the senses heighten; the digestive organs slow down; the hair stands on end” (Cameron & Green, 2012). In military life, there are times that we have to fight or fly to not loosing people from our team, sometimes we make quick decisions, and not everything will go according to plan. Still, you need a backup to change your plan and control the situation, so you do not have to worry about fight or flight.

Forming, Storming, Norming, and Performing – From
How the Fight or Flight Response Works – The American Institute of Stress


Good evening class and professor.  This week I have decided to write about a particular team that I was a part of, almost two years ago.  This team was comprised of three individuals who came together from different areas of the United States to create and re-write questions that would be used for career field level promotional testing candidates.  We all were technical experts in our career field, which is something that we all had in common.  Cameron and Green (2015) highlight that project teams form to “complete a project” 

Additionally, Cameron and Green (2015) add that they are short in duration and focuses on external clients  This team that I was on, was only scheduled to be together for a maximum of two weeks to complete the project.  Aside from working together with these other two experts, we had our test psychologist who would review our work for accuracy and correctness as this project would be pushed out to all available personnel who were qualified to test.  Cameron and Green (2015) state that in this type of team, there is a project manager and a project sponsor.  In this case, our test psychologist acted as our program manager and her boss acted as the project sponsor. 

When we all arrived at our team room, we were greeted by the test psychologist and began with personal introductions.  We got to know who everyone was and what type of experience they brought to the team. According to Tuckman, as referenced by Cameron and Green (2015) there are four stages that are exhibited through the team development process: forming, storming, norming, and performing. 

As the team began to organize, there were several questions that we all.  The first one being, “What is our main objective?”, followed up with “How do we get there?”.  This was our Forming Stage.  The test psychologist provided each one of us with clear roles that we were responsible for.  I was the individual who had to assign a point value for each question that was created.

This was not as easy as it sounds.  After all the roles were assigned from our “leader” we needed to come up with a plan on how we will work together to capture all the information into a solid working piece for the test psychologist to review.  The test psychologist knew exactly what needed to succeed, and provided us with all the materials that we would need.  This ended our forming stage and we began to focus on the project and entered the storming stage.

All team members had a clear idea of what the completed project needed to look like.  Throughout the next few days, each team member needed to come up with new questions in certain areas of an already established outline.  We had to annotate our questions and then present them to the other members of the group.  This is the point where conflict arose.  Each member of the group being technical experts, voiced their opinions on why the question proposed is a good one, or why the question would not work.  As depicted by Tuckman and referenced by Cameron and Green (2015), this part of team development made me think that “I don’t know whether I can work productively with these people”.  It took us a day later to realize that we are all attempting to contribute to the end product and to finally become one with the team, thus completing the storming stage.

Once we all began to work together in a professional manner and set our differences and opinions aside, we were able to come together and move on with the project.  There were some instances where we reverted back to the storming stage, but it was short lived as we were all operating on the same sheet of music, and not getting sidetracked.  We continued on with the project and the development of the norming stage.

As we continued, we were able to come up with a smooth process and began tackling question after question and made great progress on the completion of the end goal.  This was our performing stage, as we all settled down and created a groove that we all were comfortable with.  After a week and a half, we were able to create two 100-question tests that meet all the criteria that were required and presented them to the test psychologist for review.  The test psychologist was pleased with our project and left one last thing to accomplish to close this project out.  This was taking the two tests that we had created.

We can see that the project team type was created for this situation highlighted above.  According to Cameron and Green (2015), this type of team I was on, fell in line with the aspects of “Continuity, Lifespan, Organizational Links, Led By, Location, Purpose, Authority, and Focus” for a project team. Overall we were an effective team.

Cameron, E. & Green, M. (2015). Making sense of change management. 4th ed.  Chicago, Il: Kogan.

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