Leadership and Management: Team Development Strategies Report

This report provides an analysis of effective team management strategies, focusing on conflict resolution, motivation, and team development. It examines problem-solving techniques to address team conflicts arising from organizational mergers, considering generational differences and opposing viewpoints. The report discusses strategies for managing team performance through motivation and feedback, emphasizing the importance of ownership and fulfilling employee needs. It also evaluates how these strategies facilitate the transition from the conforming stage to the performing stage of team development, offering practical recommendations for team leaders. The analysis is grounded in a hypothetical scenario involving the merger of two organizations and the resulting team dynamics.

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Executive Summary
The report is based on the analysis of the ways by which the issues which are faced
by the team can be managed effectively. The techniques related to problem solving
can be used for reaching the consensus of the teams. Identification and proper
discussion of the strategies for managing the performance of teams is an important
part of the discussion which has been made in the report. The strategies which can
be used in order to move the conforming stage to the performing stage of
development are discussed in the report. The report will thereby be able to provide
effective recommendations for managing the team.

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Table of Contents
Introduction........................................................................................................3
Use of problem-solving techniques for resolving conflicts................................3
Identification and discussion of strategies and ways of managing the ongoing
performance of the team using motivation and feedback techniques..........................5
Evaluation of the ways by which these strategies are able to move the team
from conforming stage of Team Development to the performing stage.......................6
Conclusion.........................................................................................................7
References.........................................................................................................8

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Introduction
The report will be based on the analysis of the ways by which an effective
team will be formed between the members or employees of different organizations.
The processes and strategies which can be used by the organizations in order to
take the team through different stages will be analysed in the report. The strategies
implemented to manage the performance of the team will also be analysed in detail
in the report as well. The analysis will also provide an effective explanation of the
strategies which can be implemented by the company in order to take the team from
conforming to performing stage (Benton 2017).
Entire analysis will be related to a hypothetical situation which is based on
emotional conflicts which have been faced by the employees or members of the
team which has been formed. The issues which have been faced by the members of
the cross-generational teams will be analysed in the report in a detailed manner. The
situation which will be discussed is based on the merging of two organizations and
managing the opposing viewpoints of the employees or members who are a part of
the newly developed team (Cummings and Worley 2014).
Use of problem-solving techniques for resolving conflicts
As discussed by Lacerenza et al. (2018), problem-solving and the decision-
making based techniques can be used for the purpose of resolving the issues which
are faced by the members of the team which are formed within the organization. The
employees or the members of the team are always conflict averse in nature and the
issues thereby need to be solved in order to achieve certain objectives. The major
factors which can be used for defining conflicts mainly state that, the conflicts can
happen always and they are able to provide opportunities in order to improve
relationships and the system as well. The problem-solving process is thereby based
on seven major steps which can be used for resolving the conflicts in the following
manner,
1) Identification of the issues – The new team which has been formed
by the merger of two organizations has started facing many different
conflicts based on envy, insecurity and envy as well. The employees
are mainly annoyed as they have lost their colleagues in the process of

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team formation. The levels of communication which have taken place
between team members are not effective in nature. This has led to the
lack of productivity and morale of the employees. The differences in
personalities is also a part of the conflict which has taken place in the
team (Mitchell, Wynia and Golden 2017).
2) Understanding the interests of the members – This step will be
based on the ways by which the interests and needs of the members
can be analysed and understood. The leader needs to understand
different types of mentalities and personalities of the members in order
to decide the ways by which they can work in a collaborative manner
(O’Leary 2016).
3) Listing the possible solutions – The communication based issues
which are faced by the members can be solved with the help of
effective team meetings. The meetings need to be held on a periodic
basis in order to let the cross generational members to understand
each other (Parke, Campbell and Bartol 2014).
4) Evaluation of the options – First option based on managing the team
is related to enhancement of the morale of employees with the help of
proper motivation and creating a collaborative working environment.
Second option is based on the development of communication
networks with the help of digital platforms. The digital communication
will help employees to stay connected with each other and further to
resolve the conflicts as well (Peralta et al. 2018).
5) Selection of the appropriate option – The most appropriate option in
this case is based on the ways by which the management can develop
a digital communication based platform among the employees. High
levels of communication will be helpful in solving the conflicts and
further to use the diversity levels in an effective manner.
6) Documentation of the agreement – The documentation of selected
option is important for the operations of the company and resolution of
the conflicts which have taken place (Reyes, Tannenbaum and Salas
2018).
7) Agreement based on contingencies, monitoring and evaluation –
The major issue which can occur in the implementation of the problem

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solving technique is related to the increase in number of issues which
are faced by the company based on lack of understanding of the digital
communication. The digital communication techniques thereby need to
be monitored so that the messages are communicated in an effective
way (Scott et al. 2015).
Identification and discussion of strategies and ways of managing the ongoing
performance of the team using motivation and feedback techniques
As discussed by Tabassi et al. (2014), the performance of the team which has
been formed by merging the employees from different organizations can be
managed with the help of proper motivation. The levels of performance of the teams
are thereby based on the ways by which the members feel that they own the work of
which they are an important part. The employers or the management of the
organization need to make the members or employees to feel like they own the work
process.
The employees need to be provided by a reason to work within the
organization by providing them with a big picture. Increasing the levels of curiosity
among the employees is considered to be an important factor which is able to affect
the ways by which they are able to accomplish various tasks. The levels of trust
which are provided by the management to the employees can increase their
engagement in different organizational activities. Ownership mentality can be highly
effective for the proper identification of the performance of the employees (Whaley
and Gillis 2018).
Motivation theories are helpful in developing the teams in such a manner
which can affect members of the team in an effective manner. The motivational
theories can be implemented in order to motivate the members of the team and
further increase levels of collaboration as well.
According to Woodcock (2017), Maslow’s hierarchy of needs is a theory
which can be implemented in order to motivate the employees based on different
needs which include, the physiological needs, safety based needs, social needs,
self-esteem needs and the self-actualization needs. The needs can be fulfilled on a
step-by-step basis in order to achieve high levels of collaboration between the team
members. The team which has been developed in this case consists of employees

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who belong to different organizations. Fulfilment of the needs of different employees
is thereby considered to be an important factor which will be able to affect the
performance level of the team.
The manager needs to have an appeal to the team members with the help of
rewards that can be provided to them. The teams can be managed in such a manner
which can help in increasing the levels of loyalty. The new employees can thereby
be loyal to an organization so that they are able to perform above the levels of
expectations. The needs of individual employees need to be followed in a manner
which can be helpful in empowering them and increasing the collaboration levels as
well (Yang 2014).
Evaluation of the ways by which these strategies are able to move the team
from conforming stage of Team Development to the performing stage
According to Crow (2015), the formation and development of teams is based
on different stages which are related to their ultimate performance. Different stages
which are a part of the team development process mainly include, forming, storming,
norming, performing. The movement of the teams from one stage to another is
based on different functions which are performed in the process. The team which
has been developed in the hypothetical situation is in the forming stage.
This is the first stage related to team development is based on the ways by
which the team members are assembled and they tend to understand the working
based styles of each other and further analyse the strengths and weaknesses. The
trust based levels which have been developed and communication process has been
formed for achieving the goals. The team managers or leaders thereby need to move
the team from forming to performing stage with the help of different functions. The
team needs to be moved from the storming to performing stage with the help three
major tips (Yang 2014). Different steps which can be taken for taking the team from
norming to performing stage are as follows,
The manger needs to talk to the team based on the development
based models of the teams. In this case the team has been able to
pass the storming stage. This team thereby needs to be moved from
forming to performing stage. The team needs to be provided with
effective levels of information based on the work process and their

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target as well. This will help the team to set their goals and work
towards them in a systematic manner (Woodcock 2017).
The team needs to be provided with information based on their specific
responsibilities and roles. The disagreements which can thereby arise
in their working process can be resolved with the help of realignment of
the team with path of progress. The team needs to be provided with an
effective framework in order to manage different conflicts (Scott et al.
2015).
The team leaders further need to speak to the members in an effective
manner. The norming stage is based on the ways by which the
members of the team can collaborate with each other. The levels of
positivity also need to be maintained within the team in order to ensure
the high quality based work. The ultimate goal in this case is based on
the expertise, ideas and opinions which are offered by the diverse
members of the team (Mitchell, Wynia and Golden 2017).
Conclusion
The report can be concluded by stating that the team members need to be
managed effectively with the help of proper motivation based techniques. The
problem solving based techniques which are used by the management can be used
in order to gain a consensus of the entire team. The proper identification of
strategies is also important in order to manage the performance of employees. The
team can be moved from norming to the performing stage with the help of
implementation of the tips which have been provided in the report. Performing is
thereby considered to be the ultimate stage of the development of teams in an
effective manner.

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References
Benton, S., 2017. Development of Team Performance. Psychometric Testing:
Critical Perspectives, p.129.
Crow, T., 2015. Team building isn't just movie magic. The Learning
Professional, 36(3), p.4.
Cummings, T.G. and Worley, C.G., 2014. Organization development and change.
Cengage learning.
Lacerenza, C.N., Marlow, S.L., Tannenbaum, S.I. and Salas, E., 2018. Team
development interventions: Evidence-based approaches for improving
teamwork. American Psychologist, 73(4), p.517.
Mitchell, P., Wynia, M. and Golden, R., 2017. Team Development
Resources. Integrated Care: A Guide for Effective Implementation, p.87.
O’Leary, D.F., 2016. Exploring the importance of team psychological safety in the
development of two interprofessional teams. Journal of interprofessional care, 30(1),
pp.29-34.
Parke, M.R., Campbell, E.M. and Bartol, K.M., 2014. Setting the stage for virtual
team development: Designing teams to foster knowledge sharing. In Academy of
Management Proceedings (Vol. 2014, No. 1, p. 17244). Briarcliff Manor, NY 10510:
Academy of Management.
Peralta, C.F., Lourenço, P.R., Lopes, P.N., Baptista, C. and Pais, L., 2018. Team
development: Definition, measurement and relationships with team
effectiveness. Human Performance, 31(2), pp.97-124.
Reyes, D.L., Tannenbaum, S.I. and Salas, E., 2018. Team Development: The Power
of Debriefing. People & Strategy, 41(2), pp.46-52.
Scott, J., Buytaert, N., Cannell, K., D’Souza, M., Gault, D., Gielis, D., Hartman, R.,
Kubicek, D., Mattamal, R., McGhan, D. and Mignault, F., 2015. Team Development.
In Expert Oracle Application Express (pp. 215-247). Apress, Berkeley, CA.

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Tabassi, A.A., Ramli, M., Roufechaei, K.M. and Tabasi, A.A., 2014. Team
development and performance in construction design teams: an assessment of a
hierarchical model with mediating effect of compensation. Construction Management
and Economics, 32(9), pp.932-949.
Whaley, A. and Gillis, W.E., 2018. Leadership development programs for health care
middle managers: An exploration of the top management team member
perspective. Health care management review, 43(1), pp.79-89.
Woodcock, M., 2017. The stages of team development. In Team Development
Manual (pp. 29-36). Routledge.
Yang, I., 2014. What makes an effective team? The role of trust (dis) confirmation in
team development. European Management Journal, 32(6), pp.858-869.

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