BACKGROUND PAPER
ON
TEAMBUILDING
1. The four stages of group growth are very important to developing groups because the working through the first three of the four elements have an impact on the performance aspect. The four stages in order are forming, storming, norming and performing. Each stage has its own distinct attributes and roles in the team building process.
2. The forming of the group is the very first thing to happen before anything gets accomplished. This is the stage where a leader, either formal or informal, is established as members of the group get to know one another. Feelings during this stage are optimistic and ambitious. The norming stage occurs after the forming stage and is where the group starts to develop an …show more content…
The eight step problem solving process is the four step OODA Loop broken down into eight sub-steps. Each step is all about how to know and understand the problem, determine the causes for those problems, develop a course of action, and analyze the results. This eight step process exists to allow problem solving to be accomplished faster than the enemy and give us the upper hand.
2. Under the observe section, there is step one and two. The first step in the process is to clarify the problem. This means that you have to be sure about what the problem is and make sure that it is, in fact, a problem. The next step is to break down the performance gaps from what is expected to what is being given and quantify that number. These steps will make sure that you fully understand the problem that need to be addressed as well as position you to make smart goals by having specific numbers.
3. Over the orient section there are steps three and four. The third is to set goals to correct the problem you are facing, this can be as simple as closing the performance gap but make sure they are S.M.A.R.T. goals. Number four is to determine the cause. Why are you facing the problem that you are? The first reason that comes to your head may not be the right answer so be sure to analyze the problem and make sure it’s the root cause. It is important to remember that correlation is not causation. These steps will get you ready to start making a plan …show more content…
The first situation is called an R1 and exists when working with people who are low in readiness or are unwilling. The best style to use in this situational leadership process is called an S1 and is highly task oriented and low in relationship; this is telling an individual what to do. The second situation is a R2 and is happens when an individual is unable to do something or has low ability but is willing. The best leadership style in this case would be one that is highly task oriented and involved relationally. Under this circumstance there is two way communication and takes on more of a mentoring status. The next situation is called an R3 which is when an individual has ability but is insecure. It is best to use a high relationship and low task orientation here to facilitate certain behaviors, this is called an S4 style. An R4 situation is where the individual has both the high ability and is confident. The style that should be used for this is an S4 where the leader maintains communication with the individual but lets them work unhindered; this is called
ON
TEAMBUILDING
1. The four stages of group growth are very important to developing groups because the working through the first three of the four elements have an impact on the performance aspect. The four stages in order are forming, storming, norming and performing. Each stage has its own distinct attributes and roles in the team building process.
2. The forming of the group is the very first thing to happen before anything gets accomplished. This is the stage where a leader, either formal or informal, is established as members of the group get to know one another. Feelings during this stage are optimistic and ambitious. The norming stage occurs after the forming stage and is where the group starts to develop an …show more content…
The eight step problem solving process is the four step OODA Loop broken down into eight sub-steps. Each step is all about how to know and understand the problem, determine the causes for those problems, develop a course of action, and analyze the results. This eight step process exists to allow problem solving to be accomplished faster than the enemy and give us the upper hand.
2. Under the observe section, there is step one and two. The first step in the process is to clarify the problem. This means that you have to be sure about what the problem is and make sure that it is, in fact, a problem. The next step is to break down the performance gaps from what is expected to what is being given and quantify that number. These steps will make sure that you fully understand the problem that need to be addressed as well as position you to make smart goals by having specific numbers.
3. Over the orient section there are steps three and four. The third is to set goals to correct the problem you are facing, this can be as simple as closing the performance gap but make sure they are S.M.A.R.T. goals. Number four is to determine the cause. Why are you facing the problem that you are? The first reason that comes to your head may not be the right answer so be sure to analyze the problem and make sure it’s the root cause. It is important to remember that correlation is not causation. These steps will get you ready to start making a plan …show more content…
The first situation is called an R1 and exists when working with people who are low in readiness or are unwilling. The best style to use in this situational leadership process is called an S1 and is highly task oriented and low in relationship; this is telling an individual what to do. The second situation is a R2 and is happens when an individual is unable to do something or has low ability but is willing. The best leadership style in this case would be one that is highly task oriented and involved relationally. Under this circumstance there is two way communication and takes on more of a mentoring status. The next situation is called an R3 which is when an individual has ability but is insecure. It is best to use a high relationship and low task orientation here to facilitate certain behaviors, this is called an S4 style. An R4 situation is where the individual has both the high ability and is confident. The style that should be used for this is an S4 where the leader maintains communication with the individual but lets them work unhindered; this is called