The danger here is that members may be so focused on preventing conflict that they are reluctant to share controversial ideas. They accept others as they are and make an effort to move on. They start tolerating the whims and fancies of the other team members. In this stage, all team members take responsibility and have the ambition to work for the success of the team's goals. "Resolved disagreements and personality clashes result in greater intimacy, and a spirit of co-operation emerges." This happens when the team is aware of competition and they share a common goal. Normally tension, struggle and sometimes arguments occur. The ideal is that they will not feel that they are being judged, and will therefore share their opinions and views. The team members will therefore resolve their differences and members will be able to participate with one another more comfortably. Supervisors during this phase may be more accessible, but tend to remain directive in their guidance of decision-making and professional behaviour. Some teams will never develop past this stage however, disagreements within the team can make members stronger, more versatile, and able to work more effectively together. This phase can become destructive to the team and will lower motivation if allowed to get out of control. Tolerance of each team member and their differences should be emphasized without tolerance and patience the team will fail. Some groups may avoid the phase altogether, but for those who do not, the duration, intensity and destructiveness of the "storms" can be varied. In Tuckman's 1965 paper, only 50% of the studies identified a stage of intragroup conflict, and some of the remaining studies jumped directly from stage 1 to stage 3. Sometimes participants question the actions or decision of the leader as the expedition grows harder." Disagreements and personality clashes must be resolved before the team can progress out of this stage, and so some teams may never emerge from "storming" or re-enter that phase if new challenges or disputes arise. In this stage ".participants form opinions about the character and integrity of the other participants and feel compelled to voice these opinions if they find someone shirking responsibility or attempting to dominate. The leader of the team will then describe the tasks to the group, describe the different behaviours to the group and how to deal and handle complaints. Others may have feelings of suspicion, fear and anxiety. At this stage there is often a positive and polite atmosphere, people are pleasant to each other, and they may have feelings of excitement, eagerness and positiveness. When group members start to work with each other they start to learn about individual working styles and what it is like to work with each other as a team it also identifies the hierarchy of positions in the group. This stage often starts when they voice their opinions conflict may arise between team members as power and status are assigned. This is the second stage of team development, where the group starts to sort itself out and gain each others' trust. To grow from this stage to the next, each member must relinquish the comfort of non-threatening topics and risk the possibility of conflict. Discussion centers on defining the scope of the task, how to approach it, and similar concerns. This is also the stage in which group members test boundaries, create ground rules, and define organizational standards. Members attempt to become oriented to the tasks as well as to one another. The major task functions also concern orientation. The meeting environment also plays an important role to model the initial behavior of each individual. Mature team members begin to model appropriate behavior even at this early phase. Team members are usually on their best behavior but very focused on themselves. They may be motivated but are usually relatively uninformed of the issues and objectives of the team. Team members tend to behave quite independently. The team meets and learns about the opportunities and challenges, and then agrees on goals and begins to tackle the tasks. As Tuckman knew these inevitable phases were critical to team growth and development, he hypothesized that along with these factors that interpersonal relationships and task activity would enhance the four-stage model that is needed to successfully navigate and create an effective group function. The forming–storming–norming–performing model of group development was first proposed by Bruce Tuckman in 1965, who said that these phases are all necessary and inevitable in order for a team to grow, face up to challenges, tackle problems, find solutions, plan work, and deliver results.
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