Leading in Workplace: Team Dynamics Reflection, Business Management

This report reflects on a business management assignment focusing on workplace team dynamics, leadership, and conflict resolution. The assignment involved a team of four members who interviewed a leader from a multi-cultural organization named Whitirea. The report analyzes the team's development through the forming, storming, norming, performing, and adjourning stages, highlighting individual roles and contributions. It explores team norms, conflict resolution strategies, and the development of a positive team culture, including personal contributions such as fostering positivity, practicing effective communication, and implementing strategies to address conflicts. The student implemented the role of implementer, coordinator and completer-finisher to promote a positive team environment. The report concludes with strategies for handling future teamwork conflicts.

Running Head: Leading in workplace
Leading in workplace
Name of the Student
Name of the University
Author Note

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Introduction
The assignment is the reflection of the teamwork in the workplace as the part of my
diploma in business management (level 5). The team consisted of four members where one acted
as a leader, and the rest three under him played a different role. A set of questions were asked of
the team leader, and the responses were noted. The team interviewed a leader belonging to a
multi-cultural organisation named Whitirea. The questionnaire was based on team process, team
roles, team norms and conflict. The aim of the assignment is to reflect on the team dynamics and
on personal contribution to developing a positive team culture.
Part 1- Reflection on the team dynamics
Reflecting on the five stages of team development that is forming, storming, norming,
performing and adjourning. Personally, I feel that our team was competent enough right from the
forming stage. All the team members had a positive mindset, and every member of the team
participated in the interview process. In the forming stage, one of the team members, Donald was
very polite and was respectful of individual preferences. He always wanted our opinion about
location of team meeting and timing of interviews. In the storming stage, we were competing
with each other for acceptance of our time slaught for the interviewing the selected leader. It was
obvious to us as we never worked together before. Most of the time, Akshit complained about
our interview plan. However, this stage came to closure as Donald and Gurpinder were more
cooperating. In the norming stage, the situation was easier to handle as each of the members was
seeking assistance before proceeding with the interview plan. For example, Akshit prepared the
questionnaire for leadership and consulted Gurpinder, Donald and me. It helped us in
rectifications as team leader was also involved. In the performing stage, I observed a high level

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of unity amongst us compared to the previous stages. However, Donald had to revert to storming
stage as at times he tends to work independently. He changed his time slaught without prior
notice to us. However, the issue was sorted by the collaborative effort of other team members. In
the Adjourning stage, we were always in touch as we were closer than in previous stages. We
were satisfied with our planning and management skills. We were able to conduct the interview
as expected. Some stages were clearly different from one another due to different viewpoints and
opinions of team member. The forming stage was a bit longer than any other stage.
Gurpinder is our team leade. The interview was taken by Donald, Akshit and me (Nitish)
at alternative times. The leader was appointed by the team and he too involved in the interview
project. He assumed the leadership role as per the majority, preferring his leadership style.
However, we individually executed the leadership role. Throughout the project, we had the same
leader and was not changed in different stages of the team evolution.
During the interview project, each one has different role. Akshit prepared time slaught for
the interview with the leader of Whitirea. Donald developed the questionnaire for the interview
based on different themes such as team conflicts, leadership’s style, and culture development.
Gurpinder was responsible for discussing the interview process with the selected leaders and
explaining the objectives. I undertook the responsibility to email the leader and take informed
consent for recording the interview process.
The two norms observed by our time was punctuality and respect for opinions. These two
norms were agreed in the beginning after the forming stage. The norms were based on the view
of Wood (2014) on time management as the key skill to success. As per Schraub et al. (2014),
without respecting each other’s perspectives, it is challenging to achieve team goals. The

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punctuality norm was set by our team leader. The other norm was set by all the team members as
we were from different nations and some were from a non-English speaking background. All the
members confirmed to the norms as our leader was sensitive to individual problems. The team
norms were useful in completing the interview process successfully. Completing on time gave us
sufficient scope to summarise the interview responses and interpret the data for presentation to
the professor. Without respecting each other's opinions, it would not have been possible to
design the questionnaires. Many of the questions prepared by Donald had to be rectified for its
appropriateness.
There were three conflicting situations faced by our team. Firstly, Donald for once
changed time slaught for the interview that was set by everyone without notification. Secondly,
Akshit complained about our interview plan and was arguing. Thirdly, I prepared some of the
questions with Donald that was not accepted by others. To overcome the conflicts, the first
resolution style adopted by the team was “collaborating” and “Accommodating” as explained by
Thomas and Kilmann in his Five conflicting management styles framework (Riasi & Asadzadeh,
2015). Donald was explained to reschedule his time slaught for meeting as I had exam at the
same time. It was win-win situation as there was no clash of time during team meetings or
interview process. Gurpinder explained me to revise the questionnaires. I realised through him
that my questions were too long and will not be easy for the leader to comprehend. It was not
right on my part to argue as the team leader was accommodating other opinions that I had given.
Therefore, it resolved the conflicts as some of us compromised.

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Part 2- Developing a positive team culture
During the team process, in the forming stage, I had welcomed everyone on the first day
with greeting cards and chocolates to foster positivity. In the storming stage, I practised the
effective listening skills to avoid conflicts due to miscommunication. I maintained the journal to
note everyone’s viewpoints to critically analyse the outcome of the decision. In the norming
stage, I circulated any new information regarding the rescheduling of team meetings or interview
plan through social media such as facebook as well as personal message applications on
smartphones. It helped us to stay updated. In the performing stage, I had personal meetings with
Donald to revert back to forming stage. He was failing to update us on revised schedule. I sat
with him for coffee to tackle his misconceptions and aware him of team goals. In the adjourning
stage, I had organised a feedback session, where each member had to discuss hurdles faced
during the team process. It helped to sort of misinterpretations and depended on the team
bonding. These contributions helped in building a positive culture in the team by eliminating the
communication issues.
During the period of project, I played the role of the implementer. I did proactively
respond to criticism and feedbacks to ensure the interview plan is actionable. As I was quick in
rectifying my questionnaires, my team members could count on me. The other action-oriented
role was that of coordinator. I was valuing and respecting the ideas of each member and helped
them through English language barrier. It helped them to omit the communication issues. I
played the role of completer-finisher to omit the error in the interview questionnaire and
interview plan. As I was serious about minute details, it also pushed others to be accountable for
their work. Overall there was no confusion during the interview process.

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In order to establish and implement the team norms that are punctuality and respect to
team diversity, I had adopted soft strategies. I had prepared stick notes for every detail to
remember for team meetings. It helped to meet the team deadlines. I had considered the ideas of
others that appeared most logical and potential. It helped to create the ownership among the
workers. It motivated others to arrive to work on time. I had coffee sessions with team members
after classes to build trust and determine what motivates people. I appreciated and applauded for
smart ideas in team involving the team leader. It helped me draw out my leadership potential.
Regular feedback sessions were effective in fostering the respect for individual members as each
belonged to different nations.
The four contributions that I made towards resolving the team conflicts are – avoiding,
accommodating, collaborating, and compromising. I discussed my issues politely without
throwing sarcastic remarks to others members. I accommodated to other perspective wile
explaining that potentiality of my ideas. To make sure we understand each other clearly, I
compromised on schedule most of the time with Donald and Akshit. I modified the questionnaire
as instructed by Gurpinder to avoid arguments. When Donald was not updating other about
revised interview timings, I coordinated with others through personal messages on smartphones.
I avoided taking criticism too personally and obeyed our leader. In order to handle the similar
situation that is arguments in future teamwork, my strategy would be to identify and address the
emotional triggers. I would identify what would erupt the emotions. I would note in my journal
to remove barriers to conflict resolution process (Liu & Maitlis, 2014).

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References
Liu, F., & Maitlis, S. (2014). Emotional dynamics and strategizing processes: A study of
strategic conversations in top team meetings. Journal of Management Studies, 51(2), 202-
234.
Riasi, A., & Asadzadeh, N. (2015). The relationship between principals’ reward power and their
conflict management styles based on Thomas–Kilmann conflict mode
instrument. Management Science Letters, 5(6), 611-618.
Schraub, E. M., Michel, A., Shemla, M., & Sonntag, K. (2014). The roles of leader emotion
management and team conflict for team members' personal initiative: A multilevel
perspective. European Journal of Work and Organizational Psychology, 23(2), 263-276.
Wood, R. (2014). More Time Management Tips for Busy People. DEFENSE ACQUISITION
UNIV FT BELVOIR VA.