You have just been part of a merger. You have each been chosen to head up your department and merge the two groups into a self-directed work team. Work with each other to lay out a plan describing how you will develop a new team within your department or departments. It is natural that there will be some confrontations between people. Look at the stages of team development and use that knowledge to work with the team. It is recognized that some employees will refuse to be part of the team. In fact, the new ownership expects that there will be some who lose their jobs because of these issues; however, that is a last resort. Use all your skills to negotiate with employees in an attempt to resolve conflicts and pull your team together.

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Because you are working together as a team, it is seen by the ownership that if one is successful, you are all successful. Likewise, if one fails, you all fail. The future success of the company is dependent on your mutual success.

Consider the following:

As a team, you must come up with a plan and be in agreement because you have to implement it in your departments.

• For each step you take, provide a brief explanation of your reasoning.

Below is a start to the assignment you can just add input of what the assignment details. ( highlighted)

I went to the Defense Acquisition University on line and in classroom to acquire the Federal Acquisition Certifications that would be needed to become a Contract Specialist.  There was a valid survey conducted and the resulting data was analyzed with scientific means to determine if the teams that followed the Tuckman model or a variant of that model.  The research discovered a new general model of team dynamics called the Defense Acquisition University (DAU) model that applied to technical teams.  It is a variant of the Tuckman model with a new twist that better fits the data.  A technical team is defined as a group of individuals with specific expertise who are assembled to complete a task like quality control (QC) which results in a product.  The results showed that to a 95% confident level, that only 6 (1.9%) of 321 teams followed the Tuckman model.  This discrete three-stage model sans storming, along with a redefined storming function that took place throughout the team’s duration constitutes a strong model of team dynamics (Knight, 2006).

Performing:  Emergence of solutions

Intrerpersonel Behavior:  Roles become flexible and functional, structure issues have been resolved; structure can support task performance.

Reference

Knight, P. (2006).  Small, Short Duration Technical team Dynamics.  Retrieved from

http://www.dau.mil/research/researchdocs/Knight.pdf

Here is also some food for thought.  We could use 2 different models, one for each department or just give a positive side of the Tuckman model or a negative side of each stage which we make can make up any type of case we decide.