1. Put each group member in the role of the leader, manager, and follower. For example, in Case 1, it will be TJ, the staff RN, and charge nurse that you will be putting into each role. ***see attached document/file for case study questions 2. What are the expectations and responsibilities of each in this scenario? For example, in Case 1, what would the expectations and responsibilities be for TJ if he was in the role of a “leader” in this situation? A “manager”? A “follower”? Use the same process for the staff RN and the charge nurse. 3. How does one’s leadership personality type affect the situation? For example, in Case 1, how would TJ respond to the situation if his personality type was adaptive? caring? exacting? visionary? Use the same process for the staff RN and the charge nurse.
ategorized this process into four stages: forming, storming, norming, and performing. In the forming (F) stage, a group of individuals comes together for a specific purpose and spends an initial period adjusting to one another and the stated group goal. Fueled by resistance to group influence and to task requirements for achieving the group goal, the storming (S) stage is generally characterized by a significant relationship (i.e., interpersonal) conflict”. Before the team is formed, it is going to be a group of people with individual entities. Once the decision is made to form a team(stage1) then the members have concerns about their team members like how they are going to be, will they cooperate with the work, the purpose of the mission and what takes to get the most out of each other etc., During the forming(F) stage each member should try to understand and ask others questions so that each can learn from other. The next stage that we have is Storming(S). This is considered a conflict stage, usually, team members will be struggling with their individual work. To be a highly successful team you shouldn’t want your teams to be at this conflict stage which will affect the progress of the project. Levasseur, R. E. (2011), “depicts the connection between storming (S) and performing (P) discovered by John and Mannix, which is that P is moderate or high only if S is low. Note that the shape of the curve follows the 80–20 rule, as my experience in working with groups as an organization development (OD) consultant suggests, thus showing that even relatively moderate levels of conflict (storming) prevent a group from performing effectively. Tuckman’s model of group development acknowledges the critical role of norming as an intervening variable between storming and performing. Conflict is defined as a disagreement among group members where an individual or a group interferes in the attempts of other individual or a group (Robey et al., 1989). Conflicts can occur among team members or among different project teams within an organization. According to Jiang et al, 2014 Conflict Management is defined as “the ability of the team to reac>GET ANSWER