Storming Stage Leadership
Storming
While in the storming stage leadership and individual roles have to be determined. According to Kreitner and Kinicki (2013), during the storming stage “individuals test the leader’s policies and assumptions as they try to determine how they fit into the power structure” (p. 274). In the early part of the simulation exercise, our group went through a brief period of storming. Since the group members were still unfamiliar with each other, there were differing expectations as to how the group would work together. For a few minutes, several individuals were each attempting to give basic direction to others or ask questions of the group as they worked to determine each other’s role and fit in the group. This led to people talking over each other and little progress.
At the beginning, the team members did not know what each individual's role was intended to be, much less the responsibilities associated with that role creating some confusion and frustration. “Storming often starts where there is a conflict between team member’s natural working styles” (“Forming,” n.d.). In this situation, the team members had little familiarity with each other or their background …show more content…
The team members trusted that the oxygen usage rates given by the leader were accurate and that the physician’s calculations for oxygen allocation were also accurate. The trust that was developed as we worked through the simulation contributed to us becoming a team that made decisions with a common mission and common goals. Group cohesiveness was the product of our team progressing through the norming stage. Group cohesiveness is the “we feeling” that bound our group members together (Kreitner & Kinicki, 2013, p. 275). If there was no trust and a lack of group cohesiveness our team would not have been able to work through the asymmetric information that each individual
While in the storming stage leadership and individual roles have to be determined. According to Kreitner and Kinicki (2013), during the storming stage “individuals test the leader’s policies and assumptions as they try to determine how they fit into the power structure” (p. 274). In the early part of the simulation exercise, our group went through a brief period of storming. Since the group members were still unfamiliar with each other, there were differing expectations as to how the group would work together. For a few minutes, several individuals were each attempting to give basic direction to others or ask questions of the group as they worked to determine each other’s role and fit in the group. This led to people talking over each other and little progress.
At the beginning, the team members did not know what each individual's role was intended to be, much less the responsibilities associated with that role creating some confusion and frustration. “Storming often starts where there is a conflict between team member’s natural working styles” (“Forming,” n.d.). In this situation, the team members had little familiarity with each other or their background …show more content…
The team members trusted that the oxygen usage rates given by the leader were accurate and that the physician’s calculations for oxygen allocation were also accurate. The trust that was developed as we worked through the simulation contributed to us becoming a team that made decisions with a common mission and common goals. Group cohesiveness was the product of our team progressing through the norming stage. Group cohesiveness is the “we feeling” that bound our group members together (Kreitner & Kinicki, 2013, p. 275). If there was no trust and a lack of group cohesiveness our team would not have been able to work through the asymmetric information that each individual