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Midterm

The document discusses the application of Tuckman’s Stages of Group Development and Lewin’s Change Management Model in the context of a university seminar planning team, emphasizing the importance of communication and leadership styles. Effective communication is crucial at each stage of group development, aiding in conflict resolution and collaboration, while a supportive leader enhances team performance during challenges like budget cuts. Conversely, poor leadership can demotivate the team and hinder their ability to overcome obstacles, impacting overall success.

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2 views1 page

Midterm

The document discusses the application of Tuckman’s Stages of Group Development and Lewin’s Change Management Model in the context of a university seminar planning team, emphasizing the importance of communication and leadership styles. Effective communication is crucial at each stage of group development, aiding in conflict resolution and collaboration, while a supportive leader enhances team performance during challenges like budget cuts. Conversely, poor leadership can demotivate the team and hinder their ability to overcome obstacles, impacting overall success.

Uploaded by

techraffy20
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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When applying communication using the Tuckman’s Stages of Group Development.

For instance, consider a


team of event organizers tasked with planning a university-wide seminar. In the forming stage, communication
is essential as team members are meeting for the first time, discussing event objectives, and dividing
responsibilities. At this point, the knowledge shared through communication helps ensure everyone understands
the purpose of the seminar and their roles. As the team moves into the storming stage, conflicts might arise
regarding differing opinions on event themes, budgeting, or venue options. Here, effective communication as
knowledge can ease tensions, helping the team resolve issues and come to agreements. As the team enters the
norming stage, communication becomes smoother, with established norms allowing members to collaborate
more effectively. They understand each other's communication styles and expectations, helping the team work
cohesively. Finally, in the performing stage, communication is streamlined, with the team focusing on executing
their tasks efficiently, such as sending invitations, arranging guest speakers, and setting up the venue. Clear,
consistent communication at this stage ensures the event runs smoothly. During the adjourning stage,
communication helps the team wrap up the event, review outcomes, and reflect on successes and areas for
improvement. In this example, communication serves as the backbone of the group’s development from the
planning phase to event execution, illustrating how knowledge shared through communication evolves across
each stage.

When applying Lewin’s Change Management Model to conflict management and problem-solving, imagine the
same team faces a sudden conflict due to budget cuts right before the seminar. In the unfreezing stage, team
members recognize that they need to address the issue. The attitude toward conflict management becomes
crucial here. Instead of blaming each other, the team adopts a positive attitude, viewing the conflict as an
opportunity to find creative solutions. In the changing stage, team members actively participate in brainstorming
sessions, identifying alternative ways to cut costs, such as finding a cheaper venue or securing sponsorships.
Their problem-solving attitude allows them to remain open to new ideas and collaboratively find solutions.
Finally, in the refreezing stage, the team solidifies their new approach to problem-solving. They’ve successfully
adjusted to the budget change, ensuring the seminar can still proceed as planned. By maintaining a constructive
attitude toward conflict and problem-solving, they not only overcome the immediate issue but also strengthen
their ability to handle future challenges.

Relating the Path-Goal Theory to good and bad leadership, consider the role of the team leader in this event
planning process. A good leader, following the Path-Goal Theory, would adopt a supportive and participative
leadership style, empowering the team by providing clear guidance, listening to their input, and encouraging
collaboration. For example, when the budget crisis emerges, the leader works closely with the team, offering
suggestions for cost-saving measures while also encouraging members to propose their ideas. This leadership
style removes obstacles and helps the team stay focused on achieving their goal, enhancing overall performance.
On the other hand, a bad leader might be more directive and dismissive, imposing decisions without considering
team input or failing to communicate effectively during crises. In such a case, the team may feel demotivated,
and their performance would suffer. If the leader doesn’t provide clear direction or support, the team may
struggle to resolve the budget conflict, and the event’s success could be jeopardized. This example demonstrates
how leadership performance, whether good or bad, directly influences team dynamics and outcomes. In the
case of good leadership, the team not only achieves their goals but also develops key skills like problem-solving
and conflict management, while bad leadership impedes the team’s ability to perform effectively.

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