1 Running Head: building teams that work building teams that work 2 Building Teams that Work Adaliza Rodriguez ENG 115 English Composition Prof. George MCGeehan February 28, 2017 Introduction In the recent times, it has been very clear that the use of teams in an organization happens to be very effective in how the businesses are operated. The benefits that are associated linked with the use of teams in an organization are enormous and they usually lead an organization towards making some of the best moves that make it outstand from the other companies that do not embrace the use of teams or team activities in their operations (Ephross, & Vassil, 2005). To start with, a team is defined as a group of individuals who come together, combine their ideas, and work collectively towards meeting the objectives of a given organization. As such, all the activities that are carried out in a team building process usually happen collaboratively by involving tasks that are collaborative (Tjosvold, & Tjosvold, 2015). It is important to note that different organizations tend to build their teams for different purposes. Generally, organizations tend to build teams to expose and address some of the common interpersonal issues that individuals possess in each organization as well as designing the best solutions for the problems of the issues that they face. Importantly, all the activities and processes that are carried out during a team building process are usually aimed at improving the general performance of the team-based environment. Organizations usually have different ways to build their teams and what may work for one organization may not necessarily work for the other organization (Ephross, & Vassil, 2005). Despite the process of team building being termed as one of the best things that may happen in an organization, there seems to be a debate on the criteria that should be adopted to build teams in an organization (Tjosvold, & Tjosvold, 2015). As such, this paper will look at the best criteria that might be used to an organization for purposes of building teams that work. To do this effectively, the paper will try to review some of the commonly applied models by looking at one model and determining its applicability in the process of team building. Building teams that work In the past, scholars came up with models that could be applied in the process of building teams that work. As organizations and different managements applied these models, some considered them as being effective while others could not find the applicability of the models in the process of building teams that really work. For this assignment, a model that was formulated and developed by B, Tuckman in the year 1965, to aid in developing teams that work will be discussed and its applicability clearly highlighted (Ephross, & Vassil, 2005). The model requires organizations to follow a set of steps that lead them to making effective teams thus aiding their op ...

1. 1
Running Head: building teams that work
building teams that work
2
Building Teams that Work
Adaliza Rodriguez
ENG 115 English Composition
Prof. George MCGeehan
February 28, 2017
Introduction
In the recent times, it has been very clear that the use of teams
in an organization happens to be very effective in how the
businesses are operated. The benefits that are associated linked
with the use of teams in an organization are enormous and they
usually lead an organization towards making some of the best
moves that make it outstand from the other companies that do
not embrace the use of teams or team activities in their
operations (Ephross, & Vassil, 2005). To start with, a team is
defined as a group of individuals who come together, combine
their ideas, and work collectively towards meeting the
objectives of a given organization. As such, all the activities
that are carried out in a team building process usually happen
collaboratively by involving tasks that are collaborative
(Tjosvold, & Tjosvold, 2015). It is important to note that

2. different organizations tend to build their teams for different
purposes. Generally, organizations tend to build teams to
expose and address some of the common interpersonal issues
that individuals possess in each organization as well as
designing the best solutions for the problems of the issues that
they face.
Importantly, all the activities and processes that are carried out
during a team building process are usually aimed at improving
the general performance of the team-based environment.
Organizations usually have different ways to build their teams
and what may work for one organization may not necessarily
work for the other organization (Ephross, & Vassil, 2005).
Despite the process of team building being termed as one of the
best things that may happen in an organization, there seems to
be a debate on the criteria that should be adopted to build teams
in an organization (Tjosvold, & Tjosvold, 2015). As such, this
paper will look at the best criteria that might be used to an
organization for purposes of building teams that work. To do
this effectively, the paper will try to review some of the
commonly applied models by looking at one model and
determining its applicability in the process of team building.
Building teams that work
In the past, scholars came up with models that could be applied
in the process of building teams that work. As organizations and
different managements applied these models, some considered
them as being effective while others could not find the
applicability of the models in the process of building teams that
really work. For this assignment, a model that was formulated
and developed by B, Tuckman in the year 1965, to aid in
developing teams that work will be discussed and its
applicability clearly highlighted (Ephross, & Vassil, 2005). The

3. model requires organizations to follow a set of steps that lead
them to making effective teams thus aiding their operations.
The steps that were proposed by different organizations to carry
out the task of team building effectively include that of
forming, storming, norming, performing, and adjourning. While
some have considered these steps as being the best in making
teams that work, a number of individual have doubted their
applicability.
Forming
The first step in the formation of teams that work is that of
forming and it involves getting all the proposed team members
together for some period to familiarize with one another as well
as to know the objectives of the team that hey are just about to
form. In this stage, a good number of the team members are
usually polite to one another and they are always positive about
the benefits that will be brought about by forming the team
(Saavedra, 2013). In this stage, a good team leader is supposed
to play a very dominant role in making sure that the team is
organized in the best way possible as well as defining the
responsibilities of all the team members as the team formation
processes begins (Sutton, 2015).
Storming
In this specific team building stage, members are always
characterized by pushing against all the boundaries that were
developed during the team forming stage. In this stage however,
the team leaders are supposed to be very keen as any failure in
the management could lead to the group failing completely.
Additionally, this stage it’s always characterized by team
members developing different conflicts with the strategies that
have been designed by the leaders or the team as well as by the
whole organization involved (Saavedra, 2013). In most cases,
the team members always challenge the team leaders to develop

4. appropriate frameworks that will ultimately lead to a working
team being developed. Storming may be done in several ways
including that of asking the team leaders more about the
objectives of the team, and questioning the roles given to each
team member.
Norming
The third stage in the formation of a good team that will work
for an organization is the norming stage. In this stage, the team
begins the process of solving any differences that could be
evident within the team members and go ahead to appreciate the
specific strengths that all team members display in the team.
Team members also start developing respect to the team
leadership by according the team leaders their rightful respect
(Sutton, 2015). Additionally, team leaders tend to develop
appropriate socialization skills to one another thus being in a
position to exchange important ideas that might just help the
team to work effectively and meet its objectives on time and
without any delays. Members also develop strong commitment
towards the goals of the team thus leading to the creation of a
positive progress in the team building process (Tjosvold, &
Tjosvold, 2015).
Performing
The performing stage involves having al the team members
taking their assigned responsibilities and operating towards
meeting their general team objectives. All members try to
perform all the responsibilities within the stipulate time frame
and they are all expected to work effectively towards meeting
the set objectives of the team by making sure that they stick to
the deadlines agreed upon by the team leaders (Tjosvold, &
Tjosvold, 2015).

5. Adjourning
The adjourning stage happens to be the last stage in the team
forming stage and it entails the process of delivering to the
management the results of what the team was supposed to offer.
Adjourning the operations of the team is usually characterized
by restructuring the entire team (Sutton, 2015).
Arguments for and against this model
Following this model to develop teams that work should be
adopted by any team that wants to meet its objectives within the
stipulated time frame as a result of the effectiveness that it
might bring to the organization (Ephross, & Vassil, 2005). The
model offers team members with an opportunity to understand
each member appropriately thus putting up appropriate
strategies to meet the objectives of the team on time. however,
those who argue against this model state that the model usually
restricts the members by only allowing them to use what has
been designed for them without incorporating their ideas in the
whole process.
Conclusion
To conclude, the application of this model in building teams
that work, should be applied by almost all the organizations as
it seems to be very effective in forming a workable team. As
such, I agree with those who support the model as the benefits
that are attached to it are more than the challenges.
References
Building Smart Teams: A Roadmap to High Performance
Building smart teams: A roadmap to high performance. (2004).

6. doi:10.4135/9781452231112
Ephross, P. H., & Vassil, T. V. (2005). Groups that work:
Structure and process. New York: Columbia University Press.
Saavedra, L. K. (2013). Effective Team Building: The Role of
Coaches. Strategies, 26(4), 3-6.
doi:10.1080/08924562.2013.799925
Sutton, A. (2015). Building Effective Teams. Work Psychology
in Action, 90-108. doi:10.1007/978-1-137-30231-1_6
Tjosvold, D., & Tjosvold, M. (2015). What Makes Teams
Effective? Building the Team
Organization, 17-30. doi:10.1057/9781137479938_2