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BUS 5113-01 - AY2024-T3 Discussion Forum Unit 5

Team development and stages

Introduction

The process of enhancing an organizational team's or department's effectiveness by

collaboratively developing both hard and soft skills through a learning and development
program is known as team development. (Mayes, 2012),(Wilpert, 1995)

Building a team is not the same as developing one. While team building concentrates on
creating cohesion within the team, team development programs go above and beyond,
enhancing cohesion and focusing on the team's core competencies while cultivating
skills that facilitate a more effective transition toward organizational objectives.
(International, 1962),(Wilpert, 1995)

1. The stages of team development—forming, storming, norming, and performing—can

aid in comprehending and resolving the difficulties encountered by a recently
established multicultural team.(Glinow & McShane, 2010)
 During the formation phase, members of the team get to know one another and
build their first bonds. Respect and empathy can be developed through an
understanding of one another's cultural origins, beliefs, and communication
preferences, which pave the way for productive teamwork.(Wilpert, 1995)

 Storming: As team members share their various points of view, there will be
disputes and power struggles throughout this phase. Better problem-solving and
decision-making can result from navigating these tensions and encouraging open
communication by acknowledging and addressing cultural differences.(Wilpert,
1995)

 Norming: In this phase, members of the team define roles, norms, and common
values. Accepting ethnic diversity can broaden the team's horizons, spark
innovation, and promote inclusivity and a feeling of community.(Wilpert, 1995)

 Performing: The group performs at its peak efficiency during this phase. Through
the utilization of the skills and abilities of its multicultural people, the team can
create novel solutions, adjust to different markets, and perform better.(Wilpert,
1995)
2. Advantages and difficulties of having a multicultural staff in the example situation:
 Advantages:
 Enhanced creativity and innovation: The varied viewpoints, experiences, and
problem-solving techniques that multicultural teams bring to the table result in
more inventive and creative solutions. Team members with diverse cultural
backgrounds, for instance, could provide special insights into consumer
preferences and cultural nuances, ensuring the product launches successfully
around the globe.(Wilpert, 1995),(International, 1962)

 Better decision-making: Diverse cultural backgrounds can promote critical

thinking and counteract groupthink. Multicultural teams are better able to make
thoughtful, well-rounded judgments when they take into account other points of
view. Team members from diverse cultural backgrounds, for example, could see
dangers or possibilities that others might miss.(Wilpert, 1995),(International,
1962)

 Enhanced flexibility: Multiethnic groups are more adept at adjusting to

worldwide marketplaces and evolving client demands. They can adjust products
and strategies based on their comprehension of various cultures and markets.
This flexibility may provide the group with a competitive edge.(Wilpert, 1995)

 Difficulties:
 Effective communication within a multicultural team can be impeded by
language issues, nonverbal clues, and communication styles. There could be
misunderstandings and misinterpretations, which could cause disputes or hold
up work. However, these difficulties can be lessened by encouraging candid
communication, paying attention, and offering language assistance.
(International, 1962),(Wilpert, 1995)

 Dispute resolution: Differing cultural norms, attitudes, and expectations can give
rise to conflicts. Techniques for resolving conflicts, including negotiation or
mediation, should be used to resolve these disputes constructively. Creating a
respectful, understanding, and empathic culture can aid in conflict management.
(Mayes, 2012),(Wilpert, 1995)
  Coordination and coordination: It can be difficult to coordinate tasks and align
efforts across time zones and cultural backgrounds. Effective coordination can be
facilitated by defining roles, duties, and communication channels clearly and by
utilizing technology to enable virtual collaboration. (Wilpert, 1995),(Mcauley et
al., 2007)

In conclusion, good outcomes in terms of team performance, innovation, and

adaptability in a globalized work environment can be achieved by
comprehending the stages of team growth, embracing the advantages, and
overcoming the difficulties associated with multicultural teams.(Wilpert, 1995),
(Mcauley et al., 2007)

Reference
Glinow, M. A. Von, & McShane, S. L. (2010). ORGANIZATIONAL BEHAVIOR :
Organizational Contexts. Contexts, 195–229.
International, M. (1962). Management According to Task : Organizational
Differentiation Author ( s ): Harold J . Leavitt Published by : Springer Stable
URL : http://www.jstor.com/stable/40225273 Management According to
Task : Organizational. 2(1), 13–22.
Mayes, M. D. (2012). Principles of management. Scleroderma: From Pathogenesis
to Comprehensive Management, 571–576. https://doi.org/10.1007/978-1-
4419-5774-0_47
Mcauley, J., Duberley, J., & Johnson, P. (2007). Organization Theory Challenges
and Perspectives.
Wilpert, B. (1995). Organizational Behavior. Annual Review of Psychology, 46(1),
59–90. https://doi.org/10.1146/annurev.psych.46.1.59