Developing a project with the Tuckman's model - Revision history

S217122: /* Adjourning phase (Stage 5) */

2022-03-21T13:32:33Z

Adjourning phase (Stage 5)

← Older revision		Revision as of 13:32, 21 March 2022
Line 63:		Line 63:

	This phase is the dissolution of the group once the task has been completed satisfactorily, and as different experts, including Tuckman himself, consider regarding this fifth stage :		This phase is the dissolution of the group once the task has been completed satisfactorily, and as different experts, including Tuckman himself, consider regarding this fifth stage :

	~~"This is specifically useful if members of the group have been closely bonded and feel a sense of insecurity or threat from this change." <ref name = reference />~~

	Therefore, in this phase, the leader will be in charge of dissolving this group in the best possible way and thus not affecting the future performance of these workers in the short to medium term, trying not to affect the insecurities of the members or creating insecurity due to the uncertainty of a new project.		Therefore, in this phase, the leader will be in charge of dissolving this group in the best possible way and thus not affecting the future performance of these workers in the short to medium term, trying not to affect the insecurities of the members or creating insecurity due to the uncertainty of a new project.

S217122 at 13:29, 21 March 2022

2022-03-21T13:29:38Z

S217122: /* References */

2022-03-21T13:19:42Z

References

← Older revision		Revision as of 13:19, 21 March 2022
Line 144:		Line 144:
	<ref name = RefNP3> ''Jasmine R. Linabary'', (2011) Small Group Communication: Forming & Sustaining Teams ch.10 MAKING DECISIONS IN GROUPS </ref>		<ref name = RefNP3> ''Jasmine R. Linabary'', (2011) Small Group Communication: Forming & Sustaining Teams ch.10 MAKING DECISIONS IN GROUPS </ref>
	<ref name = Ref8> ''Phil Rabinowitz'', (2020) Leadersip and Management, Ch13, S3 </ref>		<ref name = Ref8> ''Phil Rabinowitz'', (2020) Leadersip and Management, Ch13, S3 </ref>
			<ref name = reference> ''Alan Chapman'', (2008) Bruce Tuckman's 1965 Team-Development Model
	<ref name="R1"> ''HEmma-Louise Elsey'', (2021). Tuckman's Team and Group Development Model & How to Use it </ref>		<ref name="R1"> ''HEmma-Louise Elsey'', (2021). Tuckman's Team and Group Development Model & How to Use it </ref>
	<ref name="R2"> ''Doc Norton'', (2017). Tuckman Was Wrong! </ref>		<ref name="R2"> ''Doc Norton'', (2017). Tuckman Was Wrong! </ref>
	<ref name="tuckCara"> ''Bruce Tuckman'', (2017). Bruce Tuckman https://www.americanbanker.com/author/bruce-tuckman </ref>		<ref name="tuckCara"> ''Bruce Tuckman'', (2017). Bruce Tuckman https://www.americanbanker.com/author/bruce-tuckman </ref>

S217122: /* Adjourning phase (Stage 5) */

2022-03-21T13:18:48Z

Adjourning phase (Stage 5)

← Older revision		Revision as of 13:18, 21 March 2022
Line 64:		Line 64:
	This phase is the dissolution of the group once the task has been completed satisfactorily, and as different experts, including Tuckman himself, consider regarding this fifth stage :		This phase is the dissolution of the group once the task has been completed satisfactorily, and as different experts, including Tuckman himself, consider regarding this fifth stage :

	"This is specifically ussefool if members of the group have been closely bonded and feel a sense of insecurity or threat from this change."		"This is specifically ussefool if members of the group have been closely bonded and feel a sense of insecurity or threat from this change." <ref name = reference />

	Therefore, in this phase, the leader will be in charge of dissolving this group in the best possible way and thus not affecting the future performance of these workers in the short to medium term, trying not to affect the insecurities of the members or creating insecurity due to to the uncertainty of a new project.		Therefore, in this phase, the leader will be in charge of dissolving this group in the best possible way and thus not affecting the future performance of these workers in the short to medium term, trying not to affect the insecurities of the members or creating insecurity due to to the uncertainty of a new project.

S217122: /* Performing phase (Stage 4) */

2022-03-21T13:03:59Z

Performing phase (Stage 4)

← Older revision		Revision as of 13:03, 21 March 2022
Line 44:		Line 44:

	=== Performing phase (Stage 4) ===		=== Performing phase (Stage 4) ===
	In this phase often considered the last phase, we start from a base which we can consider stable and we have an independent group that does not require the instructions of a leader (although these can be carried out) to advance, in addition the group is focused in completing the objectives established in the initial phases and in completing the project, making many decisions with the own criteria acquired thanks to this method, giving the group high autonomy and reducing the leader's workload.		In this phase often considered the last phase, we start from a base which we can consider stable and we have an independent group that does not require the instructions of a leader (although these can be carried out) to advance, in addition the group is focused in completing the objectives established in the initial phases and in completing the project, making many decisions with the own criteria acquired thanks to this method, giving the group high autonomy and reducing the leader's workload. <ref name = Ref8 />

	The changes, although heavy due to the advanced situation of the project, are very simple to carry out since the group functions as an individual and the work style has been adapted to it.		The changes, although heavy due to the advanced situation of the project, are very simple to carry out since the group functions as an individual and the work style has been adapted to it.

S217122: /* References */

2022-03-21T13:03:35Z

References

← Older revision		Revision as of 13:03, 21 March 2022
Line 142:		Line 142:
	<ref name = Ref6> ''Abraham Zaleznik'', (2002 )Managers and Leaders: Are They Different?</ref>		<ref name = Ref6> ''Abraham Zaleznik'', (2002 )Managers and Leaders: Are They Different?</ref>
	<ref name = Ref7> ''Amy R. Overton, and Ann C. Lowry,'', (2013) Conflict Management: Difficult Conversations with Difficult People </ref>		<ref name = Ref7> ''Amy R. Overton, and Ann C. Lowry,'', (2013) Conflict Management: Difficult Conversations with Difficult People </ref>
	<ref name = RefNP3> ''Jasmine R. Linabary'', (2011) Small Group Communication: Forming & Sustaining Teams ch.10 MAKING DECISIONS IN GROUPS		<ref name = RefNP3> ''Jasmine R. Linabary'', (2011) Small Group Communication: Forming & Sustaining Teams ch.10 MAKING DECISIONS IN GROUPS </ref>
			<ref name = Ref8> ''Phil Rabinowitz'', (2020) Leadersip and Management, Ch13, S3 </ref>
	<ref name="R1"> ''HEmma-Louise Elsey'', (2021). Tuckman's Team and Group Development Model & How to Use it </ref>		<ref name="R1"> ''HEmma-Louise Elsey'', (2021). Tuckman's Team and Group Development Model & How to Use it </ref>
	<ref name="R2"> ''Doc Norton'', (2017). Tuckman Was Wrong! </ref>		<ref name="R2"> ''Doc Norton'', (2017). Tuckman Was Wrong! </ref>
	<ref name="tuckCara"> ''Bruce Tuckman'', (2017). Bruce Tuckman https://www.americanbanker.com/author/bruce-tuckman </ref>		<ref name="tuckCara"> ''Bruce Tuckman'', (2017). Bruce Tuckman https://www.americanbanker.com/author/bruce-tuckman </ref>

S217122: /* Performance using this model */

2022-03-21T12:59:03Z

Performance using this model

← Older revision		Revision as of 12:59, 21 March 2022
Line 74:		Line 74:

	With the first phases, we will put in common the different points of the team, etc. (in case of not knowing how it works, review phase 1, forming), this will allow our performance to be close to 40-50%, still very far from considering ourselves a high performance team.		With the first phases, we will put in common the different points of the team, etc. (in case of not knowing how it works, review phase 1, forming), this will allow our performance to be close to 40-50%, still very far from considering ourselves a high performance team.
	Now comes phase 2, in which the majority of teams that fail carry out their failure, during this stage, as we know, confrontation is sought, which results in a loosely united group, with fears and many insecurities, that is when our ~~The~~ team will have about 20% of its maximum performance, but it will only be when we finish that phase and enter the 3rd phase, in which we will be able to say, thanks to the confrontation, agreement and sharing, we will find better results than the initial ones, and It is here when trust increases, roles are accepted... and therefore our team begins to increase its productivity enormously (about 70%), it is through habituation to this phase that we will arrive at the last (or penultimate) if we consider phase number 5) phase, where thanks to the autonomy and trust of the group, and the tranquility of the leader to delegate as well as of the different members, it will allow us to reach 100% productivity as a team.		Now comes phase 2, in which the majority of teams that fail carry out their failure, during this stage, as we know, confrontation is sought, which results in a loosely united group, with fears and many insecurities, that is when our team will have about 20% of its maximum performance, but it will only be when we finish that phase and enter the 3rd phase, in which we will be able to say, thanks to the confrontation, agreement and sharing, we will find better results than the initial ones, and It is here when trust increases, roles are accepted... and therefore our team begins to increase its productivity enormously (about 70%), it is through habituation to this phase that we will arrive at the last (or penultimate) if we consider phase number 5) phase, where thanks to the autonomy and trust of the group, and the tranquility of the leader to delegate as well as of the different members, it will allow us to reach 100% productivity as a team.

	It is clear that all this is explained from a theoretical framework, reality never works exactly as planned, but there is no doubt that if the characteristics that have been stated in these last phases are acquired, we will have a high-performance team.		It is clear that all this is explained from a theoretical framework, reality never works exactly as planned, but there is no doubt that if the characteristics that have been stated in these last phases are acquired, we will have a high-performance team.

S217122: /* Performing phase (Stage 4) */

2022-03-21T12:58:43Z

Performing phase (Stage 4)

← Older revision		Revision as of 12:58, 21 March 2022
Line 45:		Line 45:
	=== Performing phase (Stage 4) ===		=== Performing phase (Stage 4) ===
	In this phase often considered the last phase, we start from a base which we can consider stable and we have an independent group that does not require the instructions of a leader (although these can be carried out) to advance, in addition the group is focused in completing the objectives established in the initial phases and in completing the project, making many decisions with the own criteria acquired thanks to this method, giving the group high autonomy and reducing the leader's workload.		In this phase often considered the last phase, we start from a base which we can consider stable and we have an independent group that does not require the instructions of a leader (although these can be carried out) to advance, in addition the group is focused in completing the objectives established in the initial phases and in completing the project, making many decisions with the own criteria acquired thanks to this method, giving the group high autonomy and reducing the leader's workload.

	The changes, although heavy due to the advanced situation of the project, are very simple to carry out since the group functions as an individual and the work style has been adapted to it.		The changes, although heavy due to the advanced situation of the project, are very simple to carry out since the group functions as an individual and the work style has been adapted to it.

	All members no longer need to be instructed and try to complete the project in the best possible way.		All members no longer need to be instructed and try to complete the project in the best possible way.
	It is the members themselves who are aware of this improvement and thanks to the cooperation, coordination and collaboration that has been achieved, we have turned our team into a high performance team.		It is the members themselves who are aware of this improvement and thanks to the cooperation, coordination and collaboration that has been achieved, we have turned our team into a high performance team.

	Although this phase is the most productive and having reached it, the chances of finishing the project as a success are considerable, it should be noted that not all groups manage to reach it, dissolving or not functioning as a high-performance team.		Although this phase is the most productive and having reached it, the chances of finishing the project as a success are considerable, it should be noted that not all groups manage to reach it, dissolving or not functioning as a high-performance team.

S217122: /* References */

2022-03-21T12:58:11Z

References

← Older revision		Revision as of 12:58, 21 March 2022
Line 138:		Line 138:
	<ref name = Ref4> ''Sheri L. Johnson, Liane J. Leedom, and Luma Muhtadie'', (2012) The Dominance Behavioral System and Psychopathology</ref>		<ref name = Ref4> ''Sheri L. Johnson, Liane J. Leedom, and Luma Muhtadie'', (2012) The Dominance Behavioral System and Psychopathology</ref>
	<ref name = Ref6> ''Abraham Zaleznik'', (2002 )Managers and Leaders: Are They Different?</ref>		<ref name = Ref6> ''Abraham Zaleznik'', (2002 )Managers and Leaders: Are They Different?</ref>
	<ref name = Ref7> ''Amy R. Overton, and Ann C. Lowry,'', (2013) Conflict Management: Difficult Conversations with Difficult People		<ref name = Ref7> ''Amy R. Overton, and Ann C. Lowry,'', (2013) Conflict Management: Difficult Conversations with Difficult People </ref>
			<ref name = RefNP3> ''Jasmine R. Linabary'', (2011) Small Group Communication: Forming & Sustaining Teams ch.10 MAKING DECISIONS IN GROUPS
	<ref name="R1"> ''HEmma-Louise Elsey'', (2021). Tuckman's Team and Group Development Model & How to Use it </ref>		<ref name="R1"> ''HEmma-Louise Elsey'', (2021). Tuckman's Team and Group Development Model & How to Use it </ref>
	<ref name="R2"> ''Doc Norton'', (2017). Tuckman Was Wrong! </ref>		<ref name="R2"> ''Doc Norton'', (2017). Tuckman Was Wrong! </ref>
	<ref name="tuckCara"> ''Bruce Tuckman'', (2017). Bruce Tuckman https://www.americanbanker.com/author/bruce-tuckman </ref>		<ref name="tuckCara"> ''Bruce Tuckman'', (2017). Bruce Tuckman https://www.americanbanker.com/author/bruce-tuckman </ref>

S217122: /* Norming phase (Stage 3) */

2022-03-21T12:55:22Z

Norming phase (Stage 3)

← Older revision		Revision as of 12:55, 21 March 2022
Line 39:		Line 39:

	Our group has also accepted their roles, which allows us to generate both a complete group feeling and great security when working in it. This allows that despite the fact that big decisions require consensus and debate, small tasks can be delegated to other members without the need for constant supervision, a quality that is present in high-performance teams.		Our group has also accepted their roles, which allows us to generate both a complete group feeling and great security when working in it. This allows that despite the fact that big decisions require consensus and debate, small tasks can be delegated to other members without the need for constant supervision, a quality that is present in high-performance teams.
	In addition, the feeling of leadership by the person in charge of the project will have been completed and this will facilitate many of the problems that occur in other types of scenarios.		In addition, the feeling of leadership by the person in charge of the project will have been completed and this will facilitate many of the problems that occur in other types of scenarios. <ref name = RefNP3 />

	Although this stage is very beneficial, it is taken for granted that to reach this stage the acceptance of changes has been required by all the members, including the leader, depending again on what type of project we are in (pyramidal or flat).		Although this stage is very beneficial, it is taken for granted that to reach this stage the acceptance of changes has been required by all the members, including the leader, depending again on what type of project we are in (pyramidal or flat).

← Older revision		Revision as of 13:29, 21 March 2022
Line 3:		Line 3:
	When it comes time to carry out a project, there are a number of elements that are essential for the proper functioning of the team or group assigned to it. In the first place, the cohesion and synchrony of the team are essential to progress effectively, in addition, good leadership of one or more members (depending on the size of the group) can become one of the key factors for the success of this project. <ref name = "Ref1" />		When it comes time to carry out a project, there are a number of elements that are essential for the proper functioning of the team or group assigned to it. In the first place, the cohesion and synchrony of the team are essential to progress effectively, in addition, good leadership of one or more members (depending on the size of the group) can become one of the key factors for the success of this project. <ref name = "Ref1" />

	If you have worked on any of these projects, you will know that this is not easy, since most people come from different backgrounds, cultures, origins, ways of working... and therefore this synchrony is not always achievable. To solve this, B. ~~Tucman~~ designed in the 70s, a model (Tuckman Model), which more than a model can be considered a tool, since it helps to improve the productivity, synchrony and performance of teams through growth and development of the members of it. All this based on giving these people a sense of belonging to a group and some marked phases in the development of these projects.		If you have worked on any of these projects, you will know that this is not easy, since most people come from different backgrounds, cultures, origins, ways of working... and therefore this synchrony is not always achievable. To solve this, B. Tuckman designed in the 70s, a model (Tuckman's Model), which more than a model can be considered a tool, since it helps to improve the productivity, synchrony and performance of teams through growth and development of the members of it. All this based on giving these people a sense of belonging to a group and some marked phases in the development of these projects.

	Therefore, to achieve this through the ~~tuckman~~ model, we can say that this tool consists of a group of phases that a group is considered to have to face for its development and correct functioning, and that are considered necessary to be able to speak of a high-performance team. <ref name = "Ref2" />		Therefore, to achieve this through the Tuckman's model, we can say that this tool consists of a group of phases that a group is considered to have to face for its development and correct functioning, and that are considered necessary to be able to speak of a high-performance team. <ref name = "Ref2" />

	= How is distributed =		= How is it distributed =
	Initially, the model consisted of 4 ordered parts in which a non-linear progression was obtained, that is, the effectiveness of the team does not increase as it progresses through the phases, but rather it is about obtaining a better performance as a whole at the end of the phase. ~~these~~ 4 and not during them. We can also consider a fifth phase that is not considered in some cases (adjourning phase), but we will talk about this later. <ref name = Ref3 />		Initially, the model consisted of four ordered parts in which a non-linear progression was obtained, that is, the effectiveness of the team does not increase as it progresses through the phases, but rather it is about obtaining a better performance as a whole at the end of the phase. These 4 and not during them. We can also consider a fifth phase that is not considered in some cases (adjourning phase), but we will talk about this later. <ref name = Ref3 />

	The name of these phases in an sorted way are forming, storming, norming and performing.		The name of these phases in a sorted way are forming, storming, norming and performing.

	== The different stages ==		== The different stages ==
Line 28:		Line 28:
	At this point problems can arise, which leads the different members to disagreement and to express the different points of view on how to deal with certain elements or problems, in the same way you can see the different dynamics proposed by the members and their strategies to solve these points based on your experiences, perceptions and opinions.		At this point problems can arise, which leads the different members to disagreement and to express the different points of view on how to deal with certain elements or problems, in the same way you can see the different dynamics proposed by the members and their strategies to solve these points based on your experiences, perceptions and opinions.

	Although it is necessary to work carefully, since at ~~this~~ time dominance problems may appear on the part of the leader with respect to one or several members, the role of the leader must be marked and the conflicts must occur under his supervision it is important to establish that the team needs to focus on its goals to avoid becoming distracted by relationships and emotional issues as well as make clear that compromises may be required to enable progress. Is in this stage when most of the groups loses the interest in the project based on that, and that is why is important to do this as soon as possible in the lifecycle of the project. <ref name = Ref6 />		Although it is necessary to work carefully, since at these time dominance problems may appear on the part of the leader with respect to one or several members, the role of the leader must be marked and the conflicts must occur under his supervision it is important to establish that the team needs to focus on its goals to avoid becoming distracted by relationships and emotional issues as well as make clear that compromises may be required to enable progress. Is in this stage when most of the groups loses the interest in the project based on that, and that is why is important to do this as soon as possible in the lifecycle of the project. <ref name = Ref6 />

	These confrontations, once resolved, show the different members of the team that it is not a negative thing to express their opinion, confront each other or try to change the opinion of the rest and leads to an environment of confrontation and problem solving rather than an environment of avoidance. ~~these~~, since it must be clear that conflicts are not a negative element but an opportunity to take different points of view.<ref name = Ref7 />		These confrontations, once resolved, show the different members of the team that it is not a negative thing to express their opinion, confront each other or try to change the opinion of the rest and leads to an environment of confrontation and problem solving rather than an environment of avoidance. These, since it must be clear that conflicts are not a negative element but an opportunity to take different points of view.<ref name = Ref7 />

	What is expected at this point (already at the end of this phase, is that the members are able to talk about the problems, expose them and that it does not affect the group individually, in addition, the trust between the members will have been increased and therefore it is more difficult to disintegrate the group.		What is expected at this point (already at the end of this phase, is that the members are able to talk about the problems, expose them and that it does not affect the group individually, in addition, the trust between the members will have been increased and therefore it is more difficult to disintegrate the group.
Line 49:		Line 49:

	All members no longer need to be instructed and try to complete the project in the best possible way.		All members no longer need to be instructed and try to complete the project in the best possible way.
	It is the members themselves who are aware of this improvement and thanks to the cooperation, coordination and collaboration that has been achieved, we have turned our team into a high performance team.		It is the members themselves who are aware of this improvement and thanks to the cooperation, coordination and collaboration that has been achieved, we have turned our team into a high-performance team.

	Although this phase is the most productive and having reached it, the chances of finishing the project as a success are considerable, it should be noted that not all groups manage to reach it, dissolving or not functioning as a high-performance team.		Although this phase is the most productive and having reached it, the chances of finishing the project as a success are considerable, it should be noted that not all groups manage to reach it, dissolving or not functioning as a high-performance team.
Line 64:		Line 64:
	This phase is the dissolution of the group once the task has been completed satisfactorily, and as different experts, including Tuckman himself, consider regarding this fifth stage :		This phase is the dissolution of the group once the task has been completed satisfactorily, and as different experts, including Tuckman himself, consider regarding this fifth stage :

	"This is specifically ~~ussefool~~ if members of the group have been closely bonded and feel a sense of insecurity or threat from this change." <ref name = reference />		"This is specifically useful if members of the group have been closely bonded and feel a sense of insecurity or threat from this change." <ref name = reference />

	Therefore, in this phase, the leader will be in charge of dissolving this group in the best possible way and thus not affecting the future performance of these workers in the short to medium term, trying not to affect the insecurities of the members or creating insecurity due to to the uncertainty of a new project.		Therefore, in this phase, the leader will be in charge of dissolving this group in the best possible way and thus not affecting the future performance of these workers in the short to medium term, trying not to affect the insecurities of the members or creating insecurity due to the uncertainty of a new project.

	= Performance using this model =		= Performance using this model =
Line 73:		Line 73:
	As we can see in the image, it could be said that a new group, working as a team without prior knowledge, based on their past experiences, will have a performance close to 30%, which is really not too much.		As we can see in the image, it could be said that a new group, working as a team without prior knowledge, based on their past experiences, will have a performance close to 30%, which is really not too much.

	With the first phases, we will put in common the different points of the team, etc. (in case of not knowing how it works, review phase 1, forming), this will allow our performance to be close to 40-50%, still very far from considering ourselves a high performance team.		With the first phases, we will put in common the different points of the team, etc. (in case of not knowing how it works, review phase 1, forming), this will allow our performance to be close to 40-50%, still very far from considering ourselves a high-performance team.
	Now comes phase 2, in which the majority of teams that fail carry out their failure, during this stage, as we know, confrontation is sought, which results in a loosely united group, with fears and many insecurities, that is when our team will have about 20% of its maximum performance, but it will only be when we finish that phase and enter the 3rd phase, in which we will be able to say, thanks to the confrontation, agreement and sharing, we will find better results than the initial ones, and It is here when trust increases, roles are accepted... and therefore our team begins to increase its productivity enormously (about 70%), it is through habituation to this phase that we will arrive at the last (or penultimate) if we consider phase number 5) phase, where thanks to the autonomy and trust of the group, and the tranquility of the leader to delegate as well as of the different members, it will allow us to reach 100% productivity as a team.		Now comes phase 2, in which the majority of teams that fail carry out their failure, during this stage, as we know, confrontation is sought, which results in a loosely united group, with fears and many insecurities, that is when our team will have about 20% of its maximum performance, but it will only be when we finish that phase and enter the 3rd phase, in which we will be able to say, thanks to the confrontation, agreement and sharing, we will find better results than the initial ones, and It is here when trust increases, roles are accepted... and therefore our team begins to increase its productivity enormously (about 70%), it is through habituation to this phase that we will arrive at the last (or penultimate) if we consider phase number 5) phase, where thanks to the autonomy and trust of the group, and the tranquility of the leader to delegate as well as of the different members, it will allow us to reach 100% productivity as a team.

	It is clear that all this is explained from a theoretical framework, reality never works exactly as planned, but there is no doubt that if the characteristics that have been stated in these last phases are acquired, we will have a high-performance team.		It is clear that all this is explained from a theoretical framework, reality never works exactly as planned, but there is no doubt that if the characteristics that have been stated in these last phases are acquired, we will have a high-performance team.
	Finally we can talk about phase 5, where the project is finished and productivity is no longer relevant. But it is this phase, which will allow us to be able to join new projects without that feeling of loss and therefore start with a better rhythm, giving a better impression and showing ourselves to be more cooperative at the beginning of these new proposals.		Finally, we can talk about phase 5, where the project is finished, and productivity is no longer relevant. But it is this phase, which will allow us to be able to join new projects without that feeling of loss and therefore start with a better rhythm, giving a better impression and showing ourselves to be more cooperative at the beginning of these new proposals.

	= Current problems with the ~~tuckman~~ model =		= Current problems with the Tuckman model =
	Why is it currently not considered such a good model?		Why is it currently not considered such a good model?
	Numerous articles are recently written referring to the fact that this model is wrong and lacks effectiveness.		Numerous articles are recently written referring to the fact that this model is wrong and lacks effectiveness.
Line 98:		Line 98:
	This is probably the worst of the phases to not have a leader, during this time the team is at its worst, without any choesion between the members and waiting for various discussions and criticisms, there is no one in charge of maintaining the tone of these or the dynamics of the same, which can lead to personal problems between the members.		This is probably the worst of the phases to not have a leader, during this time the team is at its worst, without any choesion between the members and waiting for various discussions and criticisms, there is no one in charge of maintaining the tone of these or the dynamics of the same, which can lead to personal problems between the members.
	Also, in case of reaching a discussion without a clear winner, both parties will feel that they have won or that they have lost, but nothing will have been obtained from this discussion, other than the separation of the group, which in itself at this point does not is small.		Also, in case of reaching a discussion without a clear winner, both parties will feel that they have won or that they have lost, but nothing will have been obtained from this discussion, other than the separation of the group, which in itself at this point does not is small.
	Continuing with the case of a dominant member, he can try to solve the problems, which can cause a rejection of him for appropriating a power that does not correspond to him, as well as the feeling of not being able to express a different opinion about it, even being in principle at the same level of responsibility and opinion.		Continuing with the case of a dominant member, he can try to solve the problems, which can cause a rejection of him for appropriating a power that does not correspond with him, as well as the feeling of not being able to express a different opinion about it, even being in principle at the same level of responsibility and opinion.

	=== Phase 3 ===		=== Phase 3 ===
	In the unlikely event of having passed phase 2, we are now in a phase where the roles should be clear, but this is probably not the case since they have not been objectively distributed by a person who is considered more external with respect to to the other members.		In the unlikely event of having passed phase 2, we are now in a phase where the roles should be clear, but this is probably not the case since they have not been objectively distributed by a person who is considered more external with respect to the other members.
	In addition, the delegation of tasks cannot be controlled, and the fact that tasks are required from another member who is not the leader can be identified as an attempt at dominance, which once again can generate tensions in the group.		In addition, the delegation of tasks cannot be controlled, and the fact that tasks are required from another member who is not the leader can be identified as an attempt at dominance, which once again can generate tensions in the group.
	In addition, to get here and complete this phase, as we have explained before, an open mindset is required to accept changes, which may never be carried out due to lack of consensus due to the entity of the missing leader.		In addition, to get here and complete this phase, as we have explained before, an open mindset is required to accept changes, which may never be carried out due to lack of consensus due to the entity of the missing leader.

	=== Phase 4 ===		=== Phase 4 ===
	In this phase the members do not need to be instructed and the burden that should supposedly be assigned to the leader is practically non-existent, which is why in ~~this~~ phase problems should not arise.		In this phase the members do not need to be instructed and the burden that should supposedly be assigned to the leader is practically non-existent, which is why in these phase problems should not arise.
	However, it is during this phase that the project is finished, and the last touches can be perceived as unnecessary for some members or really important for others, it is then that the lack of leadership appears, since an authority is required. to terminate the project in case the ~~deadline~~ is blurred.		However, it is during this phase that the project is finished, and the last touches can be perceived as unnecessary for some members or really important for others, it is then that the lack of leadership appears, since an authority is required. To terminate the project in case the dead line is blurred.

	== Long term benefits ==		== Long term benefits ==