ASSESSMENT B GROUP CRITICAL REFLECTION/ANALYSIS

The selection of people in our group were diverse in ethnicities and because all the group
members were geographically diverse. The group might be best articulated as ‘ad hoc’ Kelly
A. and Westoby P. (2017). We all gravitated toward one another as common ground for
discussing indigenous males and youth suicide prevention. The group was very close knit
and there were great yarns about John Spokes’ expansive education in Health and his stories
were interesting. Both Darren McElroy and Anthony Coster were native indigenous men
who also participated with telling their own interesting stories. Sara Vidler was great at
taking notes down for the group on her computer. Joshua Layton contributed very articulate
conversations to the group .There were no significant conflict in the group.
We tried the forming, storming and norming Theoretical approach. “In the storming stage,
people” would be expect to “start to push against the established boundaries” Conflict or
friction can also arise between team members as their true characters – and their preferred
ways of working – surface and clash with other people's. At this stage team members may
challenge your authority or management style, or even the team's mission.” Jones (2019) This
stage was a very active stage and every one contributed their ideas which was fun. Because
we all socialized well with the group members there was a lot of laughter and good-will and
some crazy ideas as well as conventional activities like playing football.
My contribution to the group:-
I am an accomplished typist so I used that skill to research and formally present our tasks.
We all contributed to researching types of facilities and brainstormed what the community
centre might look like in real time. We applied The Theory of ‘forming, storming and
norming’ which was created by Bruce W. Tuckman in 1965. This was a group activity to
observe other people’s interactions, ways of troubleshooting and looking at critical thinking
skills 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.
The model is designed to be a great aid in ‘monitoring student progress, skills, behaviour,
emotions, flexibility and adaptability and adjustability to different circumstances and
different cultures and case scenarios.” Once the group brainstormed everyone was eager to
get on with the next stage of norming. The two older men in our group were fabulous at
offering ideas and there were some great ideas of how to begin the helping process for at risk
youths. Darren McAvoy emerged as the respected indigenous leader who had the most
logical and realistic views of how to bring about the drop in centre for young indigenous
men. He was the go to person with great ideas and he was very comfortable in the group and
friendship between the group occurred. There was minor friction between the two older men
who challenged some of the ideas offered. Darren was at ease amongst the group members
and demonstrated cultural safety within the group by his gentle manner. Anthony Coster and
Joshua Layton also contributed and Sara took notes.
“This is where effective leadership plays a pivotal role. A competent leader can expedite the
process of building a new team while minimizing dips in effectiveness during storming and

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maximizing productivity during norming, performing, and even during the adjourning
stages.” Darren emerged as the effective leadership person. The duration for traversing all
five phases took four days and this timeline depends on both formal and informal leaders’
ability to guide their teams through these stages effectively. The older John Spokes emerged
as another leader who challenged the group with some ideas. The addition of the adjourning
stage acknowledges that teams often have a finite lifespan and need to be guided through this
final phase effectively to ensure a smooth transition or closure.” Jones (2019)

Hungwei Tseng Juxtaposes his idea of trust and performance against the norming, storming
performing theory. This study investigated the relationship between the level of trust,
performance, satisfaction, and teamwork development progressions among four online
virtual teams. Our Team members were randomly assigned to four teams to complete
projects in an online instructional design course across several weeks for the clubhouse
project. Four different instruments, including the Measures of Trust Scale, Project Scores,
Teamwork Satisfaction Scale, and Teamwork Activities and Behaviour Scale, were
collected and analysed. The bivariate correlation analysis was conducted to test the
relationship between trust and performance as well as between trust and satisfaction among
virtual teams. The results revealed that the level of trust has a strong positive relationship
with team. This outcome also occurred in my group and team members.

The task we had to design a transformative program for at risk indigenous youths was
challenging and each group member engaged in the groups and what types of activities might
be therapeutic. The group members made their own notes about types of things that would be
helpful. The brainstorming sessions were useful. We then tried the norming stage “where
group members try to accept each other’s opinions and suggestions. The agent of time
limitations play a major role in this part. This is where you find a member of the group jumps
out of no where and settles any issues happening among each other reminding them that time
is passing by and a solution should be presented. That’s where we notice the best effective
ways to work with each, coming with the best strategies and seal the deal of the case
negotiation. There is less conflict happening in this stage and more mind streamlining of
thoughts and ideas. That’s were cohesion and harmony prevails.
skills and leadership attributes. Jones (2019).
REFERENCES: Kelly A. and Westoby P. (2017) Oxford Research Encyclopaedia of
Social Work. Psychology.
Tasca Giorgio A. and Bevan Bruer Group Dynamics and Theory
Research and Practice. Group Dynamics: Theory, Research, and
Practice American Psychological Association (APA)
https://www.apa.org › pubs › journals › gdn

Dr Alex Jones, The Tuckman’s Model Implementation, Effect and

Analysis and the New Development of Jones LSI model on a small
group. Journal of Management 6 (4), 2019, pp. 23-28.
Tseng, H., & Ku, H.-Y. (2011). The relationships between trust,
performance, satisfaction, and development progressions among virtual
teams. Quarterly Review of Distance Education, 12(2), 81-94.

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