Team development for high performance - Revision history

Helene Lilleholt Frederiksen at 08:13, 25 February 2021

2021-02-25T08:13:48Z

← Older revision		Revision as of 08:13, 25 February 2021
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	== Team development in relation to project management ==		== Team development in relation to project management ==
			[[File:PMI Triangle.jpg\|frame\|The PMI Talent Triangle®. Project Management Institute. www.pmi.org]].

	Bruce W. Tuckman's model for team development can be applied for the role of the project manager according to the standard “A Guide to the Project Management Body of Knowledge”, which is dealing with leaders and managers applying project management practices and tools to their work. The standard describes a framework for the skills needed by project managers through the use of The PMI Talent Triangle®. The talent triangle focuses on three key skill sets: Technical project management, Strategic and business management, and Leadership.<ref name=''name''> ''A guide to the Project Management Body of Knowledge (PMBOK guide), 6th Edition, 2017'' </ref>		Bruce W. Tuckman's model for team development can be applied for the role of the project manager according to the standard “A Guide to the Project Management Body of Knowledge”, which is dealing with leaders and managers applying project management practices and tools to their work. The standard describes a framework for the skills needed by project managers through the use of The PMI Talent Triangle®. The talent triangle focuses on three key skill sets: Technical project management, Strategic and business management, and Leadership.<ref name=''name''> ''A guide to the Project Management Body of Knowledge (PMBOK guide), 6th Edition, 2017'' </ref>

	~~[[File:PMI Triangle.jpg]].~~

	~~<ref name=''name''> ''Project Management Institute. www.pmi.org'' </ref>~~


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	=== Forming ===		=== Forming ===
	The first stage is the forming stage where team members meet and are introduced to each other. The individuals are both exited and curious for what the teamwork will bring, but also unsure of the purpose of the project and how they will fit into the team and workflow. Most people are positive and polite and makes an effort to get to know each other. Everyone shares information about their backgrounds, interests, and experience to form first impressions. This may take some time, for people to get to know their new team members and other's way of working. For the first meetings the projects goals will be discussed, and the members will think about their own role in the team. The team members will be looking to the team leader for direction. At this stage it is very important for the team leader to be clear about the common goals and provide clear direction regarding the project. No one knows their role or responsibilities yet, and the norms are not set. <ref name=''name''> ''https://project-management.com/stages-of-team-development/'' </ref>. ~~<ref name=''name''> ''https://www.coachingcultureatwork.com/bruce-tuckman-team-development-model/ '' </ref>. <ref name=''name''> ''https://www.mindtools.com/pages/article/newLDR_86.htm '' </ref>.~~		The first stage is the forming stage where team members meet and are introduced to each other. The individuals are both exited and curious for what the teamwork will bring, but also unsure of the purpose of the project and how they will fit into the team and workflow. Most people are positive and polite and makes an effort to get to know each other. Everyone shares information about their backgrounds, interests, and experience to form first impressions. This may take some time, for people to get to know their new team members and other's way of working. For the first meetings the projects goals will be discussed, and the members will think about their own role in the team. The team members will be looking to the team leader for direction. At this stage it is very important for the team leader to be clear about the common goals and provide clear direction regarding the project. No one knows their role or responsibilities yet, and the norms are not set. <ref name=''name''> ''https://project-management.com/stages-of-team-development/'' </ref>.

	=== Storming ===		=== Storming ===
	Most teams will go to the next stage. At the storming stage people start to push against the established boundaries. The members go from polite into conflicts around personalities and workstyles. This will lead to frustration about the different approaches and some members avoid taking tasks and some will even question the projects goal. For team members who avoid conflicts, this is a difficult stage to go through. The individual members might begin to feel overwhelmed by their workload or frustrated about the lack of progress, which can be caused by the not entirely set roles.		Most teams will go to the next stage. At the storming stage people start to push against the established boundaries. The members go from polite into conflicts around personalities and workstyles. This will lead to frustration about the different approaches and some members avoid taking tasks and some will even question the projects goal. For team members who avoid conflicts, this is a difficult stage to go through. The individual members might begin to feel overwhelmed by their workload or frustrated about the lack of progress, which can be caused by the not entirely set roles.
	Anyhow, this stage is not avoidable for a team who has never worked together before. The conflicts and disagreement are necessary for developing. With guidance of the team leader, the team will learn how to solve problems together and respect their differences and ideas. The team leader will have to coach some members to be more assertive and other to be less. However, some teams do not move beyond this stage. In that case the entire project is made during conflict and low morale and lack of motivation, which will make it difficult to get the project completed and reach the goals.		Anyhow, this stage is not avoidable for a team who has never worked together before. The conflicts and disagreement are necessary for developing. With guidance of the team leader, the team will learn how to solve problems together and respect their differences and ideas. The team leader will have to coach some members to be more assertive and other to be less. However, some teams do not move beyond this stage. In that case the entire project is made during conflict and low morale and lack of motivation, which will make it difficult to get the project completed and reach the goals.<ref name=''name''> ''https://www.coachingcultureatwork.com/bruce-tuckman-team-development-model/ '' </ref>

	=== Norming ===		=== Norming ===
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	When the team is in the performing stage, they are functioning at a very high level and the team makes significant progress towards its goals. The focus is on reaching the goal as a group and doing it without friction. Now the members trust and rely on each other. This means the team share insights into the project’s progress and are aware of their own and each other's strengths and weaknesses. The members do all feel satisfaction in the team's effectiveness. At this stage, the roles in the team can become more fluid, because the members take on various roles and responsibilities if needed. There is a high commitment to the project and the team.		When the team is in the performing stage, they are functioning at a very high level and the team makes significant progress towards its goals. The focus is on reaching the goal as a group and doing it without friction. Now the members trust and rely on each other. This means the team share insights into the project’s progress and are aware of their own and each other's strengths and weaknesses. The members do all feel satisfaction in the team's effectiveness. At this stage, the roles in the team can become more fluid, because the members take on various roles and responsibilities if needed. There is a high commitment to the project and the team.
	The high-performing team functions without oversight and the team members have become interdependent. The team is highly motivated to get the job done and can make decisions and problem solving effectively. Therefore, it now becomes easier for the project manager to take on other organizational tasks. The project manager is not anymore involved in decision making or other activities involving the day-to-day work. However, it is still important that the team leader continue to monitor the progress of the team and celebrate milestone achievements as well as setting new milestones to continue the development of the team.		The high-performing team functions without oversight and the team members have become interdependent. The team is highly motivated to get the job done and can make decisions and problem solving effectively. Therefore, it now becomes easier for the project manager to take on other organizational tasks. The project manager is not anymore involved in decision making or other activities involving the day-to-day work. However, it is still important that the team leader continue to monitor the progress of the team and celebrate milestone achievements as well as setting new milestones to continue the development of the team.
			[[File:Tuckman.jpg\|frame\|Tuckmans five stages of team development.<ref name=''name''> ''https://blog.infodiagram.com/2018/06/7-group-development-ppt-chart-ideas.html'' </ref>]].
			=== Adjourning ===
			Often the team reach the last stage naturally when projects come to an end or permanent teams are separated. The people who like routine or who have developed close working relationships with colleagues, may find this time difficult. They may be feeling an uncertainty about their individual role or future responsibilities and even a sense of loss about the changes coming to the team. On the other hand, team members may feel deep satisfaction at the accomplishments of the team and reaching the projects goals. The team leader should ensure to celebrate the success of the project or if it was not a successful project, then evaluate what happened and capture lessons learned for future projects. The members will be looking back to the beginning of the project and noticing how far they have come and measuring what their contribution has been to the whole. At this stage there should be time for reflection and evaluation.<ref name=''name''> ''https://www.mindtools.com/pages/article/newLDR_86.htm '' </ref>.




	~~=== Adjourning ===~~
	Often the team reach the last stage naturally when projects come to an end or permanent teams are separated. The people who like routine or who have developed close working relationships with colleagues, may find this time difficult. They may be feeling an uncertainty about their individual role or future responsibilities and even a sense of loss about the changes coming to the team. On the other hand, team members may feel deep satisfaction at the accomplishments of the team and reaching the projects goals. The team leader should ensure to celebrate the success of the project or if it was not a successful project, then evaluate what happened and capture lessons learned for future projects. The members will be looking back to the beginning of the project and noticing how far they have come and measuring what their contribution has been to the whole. At this stage there should be time for reflection and evaluation.


	~~[[File:Tuckman.jpg]]~~

	~~<ref name=''name''> ''https://blog.infodiagram.com/2018/06/7-group-development-ppt-chart-ideas.html '' </ref>~~


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	*Provide personal rewarding. The people need to feel that the project and the team gives a meaning to themselves. It is important for them to be motivated.		*Provide personal rewarding. The people need to feel that the project and the team gives a meaning to themselves. It is important for them to be motivated.
	*Structure and make clarity. Teamwork needs clear frames in order to make different people share information, collaborate and solve problems together.		*Structure and make clarity. Teamwork needs clear frames in order to make different people share information, collaborate and solve problems together.
			[[File:Leadership.jpg\|frame\|Situational Leaderhips.<ref name=''name''> ''https://situational.com/situational-leadership/'' </ref>]].

	To motivate the team, the project manager can:		To motivate the team, the project manager can:
	*Include the team in planning activities		*Include the team in planning activities
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	~~[[File:Leadership.jpg]]~~

	~~<ref name=''name''> ''https://situational.com/situational-leadership/'' </ref>~~

Helene Lilleholt Frederiksen at 19:25, 21 February 2021

2021-02-21T19:25:43Z

Helene Lilleholt Frederiksen at 19:20, 21 February 2021

2021-02-21T19:20:52Z

← Older revision		Revision as of 19:20, 21 February 2021
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			== Conclusion and further work ==
			The model for team development by Tuckman can be used to identify issues in the team and understand why changes in the dynamic and the workflow occurs. The theory is helpful for a project manager to understand the team’s behavior during the process. When using Tuckman's model and then recognizing the stages, the leader will be able to help the team to become effective faster and reach the state of high-performance. To make a high performing team there must be commonly defined and ambitious goals and values. The team must be motivated for a good work discipline in relation to the community. Both the individual efforts and the team achievements must be rewarded by the members. Only then a common synergy is achieved in the project team<ref name=''name''> ''https://www.shrm.org/resourcesandtools/tools-and-samples/toolkits/pages/developingandsustaininghigh-performanceworkteams.aspx '' </ref>. This can be done by attracting, engaging, and integrating the team members. To do this motivation theory and the Situational leadership can be used and further investigated.




			== Annotated Bibliography ==

	~~<ref name=''name''> ''link/title'' </ref>~~		Andrzej Huczynski, David A. Buchanan (2017), Organizational Behaviour, Ninth Edition.
			Organizational Behaviour is a textbook aimed at students and professionals who want a broad introduction to the field. Content about groups and teams in the organization, concerning group structure, individuals in a group and teamwork. It provides a wide range of features enable the reader to understand the dynamics of human behavior at work and encourage regular reflection on the theory and context of contemporary organizational life.

			Gareth R. Jones & Jennifer M. George (2016), Contemporary Management Ninth Edition, Mc Graw Hill Education.
			The book includes general concepts and real-life examples around management. It provides the most current and up-to-date account of the changes taking place in the world of business management. It consists of aspects of leading individual and groups and explains further the sources of motivation and performance as well as leadership and effectiveness of groups and teams.

			Amber Yang, Review of tuckman's model by Denise A. Bonebrigh (2009)<ref name=''name''> ''http://www.academia.edu/4261494/Review_of_tuckmans_model'' </ref>
			The article describes 40 years of storming: a historical review of Tuckman’s model of small group development by Denise A. Bonebrigh (2009). The article put the theory in a time related context and looks at the development of the model through the different decades. It looks at the model in practice and in theory and discusses the further limitations.

			Example of Moving Through the Five Stages of Group Development, Project-management.com (2020)<ref name=''name''> ''https://project-management.com/stages-of-team-development/'' </ref>
			This site gives a clear example of how to recognize the different stages and how people with different roles and competencies affect each other. It is written by Gina Abudi, who has over 15 years consulting experience in a variety of areas, including project management, process management, leadership development, succession planning, high potential programs. Gina received her MBA from Simmons Graduate School of Management.

			Developing and Sustaining High-Performance Work Teams, Society for Human Resource Management<ref name=''name''> ''https://www.shrm.org/resourcesandtools/tools-and-samples/toolkits/pages/developingandsustaininghigh-performanceworkteams.aspx '' </ref>
			This article explores the factors required for a high-performance work team. It describes the team though the content about the vary in duration, purpose and ultimate goals, organizations commonly and establish five types of teams to achieve work goals. One of the teams can be a virtual team, who never meet face to face. This section is relevant according to the COVID-situation.

			Motivation<ref name=''name''> ''https://www.mindtools.com/pages/article/motivating-your-team.htm '' </ref>, Situational Leadership<ref name=''name''> ''https://situational.com/blog/the-four-leadership-styles-of-situational-leadership/ '' </ref>, and the theory about dysfunctional teams<ref name=''name''> ''https://www.thensomehow.com/dysfunctions-of-a-team/'' </ref>
			These theories provide hands on material for project managers.

			Bruce W. Tuckman and Mary Ann C. Jensen, Stages of Small-Group Development Revisited<ref name=''name''> ''http://faculty.wiu.edu/P-Schlag/articles/Stages_of_Small_Group_Development.pdf'' </ref>



			----

	<references />		<references />

Helene Lilleholt Frederiksen at 19:11, 21 February 2021

2021-02-21T19:11:45Z

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Helene Lilleholt Frederiksen at 18:55, 21 February 2021

2021-02-21T18:55:16Z

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 With these tasks to solve, fulfill and deliver, it is essential for the project manager to be concerned about the project team’s development through the project’s lifetime. The team leader should expect change and need to implement processes to manage the team members and keep the change in control.
 == Groups, Teams and High Performing Teams ==
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 The theory can be used to identify issues in the team and understand why changes in the dynamic and the workflow occurs. The model for team development is a helpful theory to understand the team’s behavior during the process. When using Tuckman's model and then recognizing the stages, the leader will be able to help the team to become effective faster and reach the state of high-performance.
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Helene Lilleholt Frederiksen at 18:02, 21 February 2021

2021-02-21T18:02:02Z

← Older revision		Revision as of 18:02, 21 February 2021
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	#Annotated Bibliography		#Annotated Bibliography
	#References		#References



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	Bruce W. Tuckman's model for team development can be applied for the role of the project manager according to the standard “A Guide to the Project Management Body of Knowledge”, which is dealing with leaders and managers applying project management practices and tools to their work. The standard describes a framework for the skills needed by project managers through the use of The PMI Talent Triangle®. The talent triangle focuses on three key skill sets: Technical project management, Strategic and business management, and Leadership.<ref name=''name''> ''A guide to the Project Management Body of Knowledge (PMBOK guide), 6th Edition, 2017'' </ref>		Bruce W. Tuckman's model for team development can be applied for the role of the project manager according to the standard “A Guide to the Project Management Body of Knowledge”, which is dealing with leaders and managers applying project management practices and tools to their work. The standard describes a framework for the skills needed by project managers through the use of The PMI Talent Triangle®. The talent triangle focuses on three key skill sets: Technical project management, Strategic and business management, and Leadership.<ref name=''name''> ''A guide to the Project Management Body of Knowledge (PMBOK guide), 6th Edition, 2017'' </ref>

	[[File:PMI Triangle.jpg]]. <ref name=''name''> ''Project Management Institute. www.pmi.org'' </ref>		[[File:PMI Triangle.jpg]].

			<ref name=''name''> ''Project Management Institute. www.pmi.org'' </ref>


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	With these tasks to solve, fulfill and deliver, it is essential for the project manager to be concerned about the project team’s development through the project’s lifetime. The team leader should expect change and need to implement processes to manage the team members and keep the change in control.		With these tasks to solve, fulfill and deliver, it is essential for the project manager to be concerned about the project team’s development through the project’s lifetime. The team leader should expect change and need to implement processes to manage the team members and keep the change in control.


	== Groups, Teams and High Performing Teams ==		== Groups, Teams and High Performing Teams ==
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	To reach the scope of the project it is important to form a team that can solve the task together. Often as quickly and with the lowest possible costs. To accomplish this, it will be easier if the team works well together and therefore can be as effective as possible. Therefor a team is more preferrable then a group.		To reach the scope of the project it is important to form a team that can solve the task together. Often as quickly and with the lowest possible costs. To accomplish this, it will be easier if the team works well together and therefore can be as effective as possible. Therefor a team is more preferrable then a group.



			== Tuckman’s model for Team Development ==
			The above issues seen in project work and in teams are described by Bruce Wayne Tuckman’s model for Team Development. In 1965 Tuckman published this theory in his article “Developmental Sequence in Small Groups” <ref name=''name''> ''http://web.mit.edu/curhan/www/docs/Articles/15341_Readings/Group_Dynamics/Tuckman_1965_Developmental_sequence_in_small_groups.pdf '' </ref>. At this time the theory consisted of only four stages: Forming, Storming, Norming and Performing.
			In 1977, Tuckman was invited to review his original work with Mary Ann Jensen. They validated the original work and added a fifth stage called Adjourning. Some practitioners and also Tuckman himself preferred to use the term “Mourning”, to fulfill the rhymes in the names of the stages, but also because it will remind the team about the emotional impact of separation when the project come to an end. <ref name=''name''> ''https://www.pocketbook.co.uk/blog/tag/mary-ann-jensen/'' </ref>

			The theory can be used to identify issues in the team and understand why changes in the dynamic and the workflow occurs. The model for team development is a helpful theory to understand the team’s behavior during the process. When using Tuckman's model and then recognizing the stages, the leader will be able to help the team to become effective faster and reach the state of high-performance.

Helene Lilleholt Frederiksen at 17:56, 21 February 2021

2021-02-21T17:56:09Z

← Older revision		Revision as of 17:56, 21 February 2021
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			== Team development in relation to project management ==
			Bruce W. Tuckman's model for team development can be applied for the role of the project manager according to the standard “A Guide to the Project Management Body of Knowledge”, which is dealing with leaders and managers applying project management practices and tools to their work. The standard describes a framework for the skills needed by project managers through the use of The PMI Talent Triangle®. The talent triangle focuses on three key skill sets: Technical project management, Strategic and business management, and Leadership.<ref name=''name''> ''A guide to the Project Management Body of Knowledge (PMBOK guide), 6th Edition, 2017'' </ref>

	[[File:PMI Triangle.jpg]]		[[File:PMI Triangle.jpg]]. <ref name=''name''> ''Project Management Institute. www.pmi.org'' </ref>


			The model for team development is important to the leadership aspect. The project manager plays a critical role in the leadership of a project team in order to achieve the project’s objectives. A large part of the project management involves dealing with people. The project manager should study people’s behaviors and motivations to lead the team to obtain the goals. The leadership skills involve the ability to guide, motivate, and direct a team. These skills may include demonstrating essential capabilities such as negotiation, communication, problem solving and critical thinking. The team leader should be able to manage relationships and conflict by building trust, satisfying concerns, and developing personal and professional networks.<ref name=''name''> ''A guide to the Project Management Body of Knowledge (PMBOK guide), 6th Edition, 2017 '' </ref>

			With these tasks to solve, fulfill and deliver, it is essential for the project manager to be concerned about the project team’s development through the project’s lifetime. The team leader should expect change and need to implement processes to manage the team members and keep the change in control.


			== Groups, Teams and High Performing Teams ==
			The intention of developing the team is to reach the projects goals in the best possible way. When working in teams the overall performance and the final result will be improved. Some of the other purposes and benefits of working in a team are faster innovation, increase work flexibility, introduction of new technology and by motivation increase the members participation.

			A group is identified by having individual goals and each member of a group is there to fulfil their own objectives. The members interact, exchange information, and share a common purpose, interest, or situation. The members of a group are not reliant on one another for their work, and so the final result is the sum of the work of each individual.<ref name=''name''> ''https://theinvestorsbook.com/group-vs-team.html'' </ref>

			A team is organized and consists of individuals with competent skills and expertise, to achieve a common goal. Every individual in a team, is allocated specific roles to accomplish and together the members work as a single unit and take up the responsibility for the mutual project. Members rely on each other’s capabilities and skills and the collaboration is based on trust.

			To reach the scope of the project it is important to form a team that can solve the task together. Often as quickly and with the lowest possible costs. To accomplish this, it will be easier if the team works well together and therefore can be as effective as possible. Therefor a team is more preferrable then a group.





			<ref name=''name''> ''link/title'' </ref>

Helene Lilleholt Frederiksen at 17:50, 21 February 2021

2021-02-21T17:50:43Z

← Older revision	Revision as of 17:50, 21 February 2021
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		[[File:Tuckman.jpg]]

Helene Lilleholt Frederiksen at 17:49, 21 February 2021

2021-02-21T17:49:42Z

← Older revision	Revision as of 17:49, 21 February 2021
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		[[File:PMI Triangle.jpg]]

Helene Lilleholt Frederiksen at 17:36, 21 February 2021

2021-02-21T17:36:27Z

← Older revision		Revision as of 17:36, 21 February 2021
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			== Abstract ==
			This article deals with the people perspective of project management. When different people must work together in a team different workflows, norms and challenges will occur. The team members will all have different views on tasks and how they should be solved.
			The traditional project management consists of methodologies revolving technical and procedural factors, but even with those very well-established frameworks, projects can be failures. The behavior of people in a team is one of the factors that drive successful project management.<ref name=''name''> ''https://www.projecttimes.com/articles/does-people-behavior-impact-projects-how-and-what-do-we-do-about-it.html'' </ref>. If the people do not work effectively together, the chances for success and reaching the goals are extremely limited. To reach an effectively workflow and a high preforming team, it is important to consider the different types of personalities and how they affect each other. All members of a team, especially the team leader, should have in mind that different people have different characteristics and a preference for certain types of work and roles in the project.<ref name=''Nigel Bennett, Managing Successful Projects with PRINCE2, 6th Edition, 2017''> ''Nigel Bennett, Managing Successful Projects with PRINCE2, 6th Edition, 2017'' </ref>.

			The project management should follow the project team’s development through their time together on a project. As the team forms it will move through several stages as it changes from being a collection of random people into a team and eventually into a high performing team. The development can be described in five stages. Bruce W. Tuckman's work describes these stages as Forming, Storming, Norming, Performing and Adjourning.<ref name=''name''> ''https://www.clarityleadership.co.uk/blog/tuckman-model-team-formation'' </ref>. These stages are essential in order to grow into a functioning effectively team, which can deliver high quality results. Although this is not a new way of thinking, it is still highly relevant and respected. Also, the model remains popular and useful to project management, as it provides valuable strategies to lead and develop the team. The theory can provide insight into what stage of development the team is at and how a leader should be able to manage the team and motivate them to be as high performing as possible.


			== Table of content ==

			# Team development in relation to project management
			# Groups, Teams and High Performing Teams
			#Tuckman’s model for Team Development
			##Forming
			##Storming
			##Norming
			##Performing
			##Adjourning
			#Attract, engage and integrate to develop the team
			#Limitations to the model for team development
			#Conclusion and further work
			#Annotated Bibliography
			#References












	~~== Abstract ==~~


	This article deals with the people perspective of project management. When different people must work together in a group some different workflows, norms and challenges will occur. The group members will all have different views on tasks and how they should be solved.

	The traditional project management consists of methodologies revolving technical and procedural factors, but even with those very well-established frameworks, projects can be failures. The behavior of the people in a team is one of the factors that drive successful project management . If the people do not work effectively together, the chances for success and reaching the goals are extremely limited. To reach an effectively workflow and a high preforming team, it is important to consider the different types of personalities and how they affect each other. All members of a team, especially the team leader, should have in mind that different people have different characteristics and a preference for certain types of work and roles in the project.

	The project management should follow the project team’s development through their time together on a project. As the team forms it will move through several stages as it changes from being a collection of random people into a team and eventually into a high performing team. The development can be described in five stages. Bruce W. Tuckman's work describes these stages as Forming, Storming, Norming, Performing and Adjourning . These stages are essential in order to grow into a functioning effectively team, which can deliver high quality results. Although this is not an updated theory or a new way of thinking, it is still highly relevant and respected. Also, it remains popular and useful to project management, as it provides valuable and practical strategies to lead and develop the team. The theory can provide insight into what stage of development the team is at and how a leader should be able to manage the team and motivate them to be as high performing as possible.		<references />

← Older revision		Revision as of 19:25, 21 February 2021
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	== Annotated Bibliography ==		== Annotated Bibliography ==

	Andrzej Huczynski, David A. Buchanan (2017), Organizational Behaviour, Ninth Edition.		'''Andrzej Huczynski, David A. Buchanan (2017), Organizational Behaviour, Ninth Edition.'''

	Organizational Behaviour is a textbook aimed at students and professionals who want a broad introduction to the field. Content about groups and teams in the organization, concerning group structure, individuals in a group and teamwork. It provides a wide range of features enable the reader to understand the dynamics of human behavior at work and encourage regular reflection on the theory and context of contemporary organizational life.		Organizational Behaviour is a textbook aimed at students and professionals who want a broad introduction to the field. Content about groups and teams in the organization, concerning group structure, individuals in a group and teamwork. It provides a wide range of features enable the reader to understand the dynamics of human behavior at work and encourage regular reflection on the theory and context of contemporary organizational life.

	Gareth R. Jones & Jennifer M. George (2016), Contemporary Management Ninth Edition, Mc Graw Hill Education.		'''Gareth R. Jones & Jennifer M. George (2016), Contemporary Management Ninth Edition, Mc Graw Hill Education.'''

	The book includes general concepts and real-life examples around management. It provides the most current and up-to-date account of the changes taking place in the world of business management. It consists of aspects of leading individual and groups and explains further the sources of motivation and performance as well as leadership and effectiveness of groups and teams.		The book includes general concepts and real-life examples around management. It provides the most current and up-to-date account of the changes taking place in the world of business management. It consists of aspects of leading individual and groups and explains further the sources of motivation and performance as well as leadership and effectiveness of groups and teams.

	Amber Yang, Review of tuckman's model by Denise A. Bonebrigh (2009)<ref name=''name''> ''http://www.academia.edu/4261494/Review_of_tuckmans_model'' </ref>		'''Amber Yang, Review of tuckman's model by Denise A. Bonebrigh (2009)'''<ref name=''name''> ''http://www.academia.edu/4261494/Review_of_tuckmans_model'' </ref>

	The article describes 40 years of storming: a historical review of Tuckman’s model of small group development by Denise A. Bonebrigh (2009). The article put the theory in a time related context and looks at the development of the model through the different decades. It looks at the model in practice and in theory and discusses the further limitations.		The article describes 40 years of storming: a historical review of Tuckman’s model of small group development by Denise A. Bonebrigh (2009). The article put the theory in a time related context and looks at the development of the model through the different decades. It looks at the model in practice and in theory and discusses the further limitations.

	Example of Moving Through the Five Stages of Group Development, Project-management.com (2020)<ref name=''name''> ''https://project-management.com/stages-of-team-development/'' </ref>		'''Example of Moving Through the Five Stages of Group Development, Project-management.com (2020)'''<ref name=''name''> ''https://project-management.com/stages-of-team-development/'' </ref>

	This site gives a clear example of how to recognize the different stages and how people with different roles and competencies affect each other. It is written by Gina Abudi, who has over 15 years consulting experience in a variety of areas, including project management, process management, leadership development, succession planning, high potential programs. Gina received her MBA from Simmons Graduate School of Management.		This site gives a clear example of how to recognize the different stages and how people with different roles and competencies affect each other. It is written by Gina Abudi, who has over 15 years consulting experience in a variety of areas, including project management, process management, leadership development, succession planning, high potential programs. Gina received her MBA from Simmons Graduate School of Management.

	Developing and Sustaining High-Performance Work Teams, Society for Human Resource Management<ref name=''name''> ''https://www.shrm.org/resourcesandtools/tools-and-samples/toolkits/pages/developingandsustaininghigh-performanceworkteams.aspx '' </ref>		'''Developing and Sustaining High-Performance Work Teams, Society for Human Resource Management'''<ref name=''name''> ''https://www.shrm.org/resourcesandtools/tools-and-samples/toolkits/pages/developingandsustaininghigh-performanceworkteams.aspx '' </ref>

	This article explores the factors required for a high-performance work team. It describes the team though the content about the vary in duration, purpose and ultimate goals, organizations commonly and establish five types of teams to achieve work goals. One of the teams can be a virtual team, who never meet face to face. This section is relevant according to the COVID-situation.		This article explores the factors required for a high-performance work team. It describes the team though the content about the vary in duration, purpose and ultimate goals, organizations commonly and establish five types of teams to achieve work goals. One of the teams can be a virtual team, who never meet face to face. This section is relevant according to the COVID-situation.

	Motivation<ref name=''name''> ''https://www.mindtools.com/pages/article/motivating-your-team.htm '' </ref>, Situational Leadership<ref name=''name''> ''https://situational.com/blog/the-four-leadership-styles-of-situational-leadership/ '' </ref>, and the theory about dysfunctional teams<ref name=''name''> ''https://www.thensomehow.com/dysfunctions-of-a-team/'' </ref>		'''Motivation<ref name=''name''> ''https://www.mindtools.com/pages/article/motivating-your-team.htm '' </ref>, Situational Leadership<ref name=''name''> ''https://situational.com/blog/the-four-leadership-styles-of-situational-leadership/ '' </ref>, and the theory about dysfunctional teams<ref name=''name''> ''https://www.thensomehow.com/dysfunctions-of-a-team/'' </ref>'''

	These theories provide hands on material for project managers.		These theories provide hands on material for project managers.

	Bruce W. Tuckman and Mary Ann C. Jensen, Stages of Small-Group Development Revisited<ref name=''name''> ''http://faculty.wiu.edu/P-Schlag/articles/Stages_of_Small_Group_Development.pdf'' </ref>		'''Bruce W. Tuckman and Mary Ann C. Jensen, Stages of Small-Group Development Revisited'''<ref name=''name''> ''http://faculty.wiu.edu/P-Schlag/articles/Stages_of_Small_Group_Development.pdf'' </ref>



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