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Be sure to reference the Module Four small group discussion in order to review your thinking about SIPOC, particularly about the suppliers and customers.

In your response posts, be sure to reply to each of your classmates in your group. Work with your group members to identify and analyze each of the five stages of group development as they pertain to your final project case study. Produce a final Tuckman’s model for your group. Be sure that one group member posts the final version to the small group discussion.

Here is one students post

Discussion 6-2

Ashley Zuniga posted Aug 23, 2018 7:39 PM

Bruce W. Tuckman – forming, storming norming, performing, and adjourning in groups. Bruce W. Tuckman produced one of the most quoted models of group development in the 1960s.

Groups originally worry themselves with orientation accomplished primarily through testing. This testing will provide boundaries for both task and interpersonal behaviors. Coincidentally, testing in the interpersonal domain is the foundation of the reliance of relationships with leaders, other group members, or preexisting standards. Orientation, testing and reliance can constitute the group process of forming. The second phase is distinguished by conflict and isolated around interpersonal issues, related to emotional responding in the task domain. These behaviors serve as refusal to comply to group impact and task necessities and may be considered as storming.

Resistance is stunned in the third phase in which in-group feeling and cohesiveness change, new ideals progress, and new roles are implemented. In the task realm, close, individual feelings are articulated. This is the stage of norming. The group reaches the fourth and phase in which social construction develops the tool of task activities. Persons turn out to be flexible and purposeful, and group dynamism is directed into the task. Organizational issues have been fixed, and structure can now become helpful of task performance. This phase can be branded as performing.

Tuckman added another phase adjourning as stated by Mind Tools (n.d.).:

“Many teams will reach this stage eventually. For example, project teams exist for only a fixed period, and even permanent teams may be disbanded through organizational restructuring. Team members who like routine, or who have developed close working relationships with colleagues, may find this stage difficult, particularly if their future now looks uncertain.”

When comparing this process to the presented case study, it can be very relatable. Here we have all four locations trying to come together to find common ground. This process can alleviate some tension but is comprehensive to the fact that there could be failure of coming together at times. It promotes a predictable dynamic.