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    High-performing teams are teams whose members have specific roles and complementary talents and skills and are aligned in purpose such that they consistently produce superior results. A high-performing team can make the difference between merely completing a project and completing a project ahead of schedule and under budget. Before becoming a high-performing team, the team will go through five stages of team development.

    In this assignment, you are going to reflect on a recently completed project that you took part in as a member of a team. This project could have taken place in the workplace, in the classroom, or anywhere else that you were part of a group. In a 5-page analysis, you should address the following:

    Address the development of the team in terms of both the five-stage model and the punctuated equilibrium model. Which model does a better job of describing the development of the team and how so?
    From among the situational factors affecting team development listed in your text, which factors positively or negatively contributed to the performance of the group? How were the negative factors overcome or what could be done in the future to overcome them?
    How well were group meetings managed? What was done particularly well and what was not done well? What specific recommendations can you provide about how groups should manage meetings on future projects?
    Be sure to cite your sources using APA; include your references and in-text citations. Please use template uploaded..



Subject Business Pages 7 Style APA



Modern organizations are depending on teamwork to complete various tasks (Delizonna, 2017). Teams provide advantages, especially concerning efficiency, creativity, and sharing. High-performing teams entail skilled people working in cross-functional areas with the primary focus on achieving a common business objective. The team members align and show the commitment of shared common values and work together to realize the organization’s main goals. The team’s effectiveness is based on innovation in problem sharing and demonstrates high communication and collaboration levels to deliver consistent and superior results (Lippert & Dulewicz, 2018).

Team Experience

I was involved in a high-performing team that was tasked to analyze the market and present the possibilities of performance of a new product that the organization made in a specific market niche. Besides, the team was also expected to organize the promotional activities of the product. The team members were chosen from various departments based on skills and recent performance abilities. The project was successfully conducted and the commitment to creativity and innovation of various team members were crucial in realizing the success.

Address the Development of the Team

The development of the team can be addressed using the five stages and punctuated equilibrium models. Bruce Tuckman came up with the five-stage model to address the effectiveness of teamwork (Zhen, 2017). According to the model, team development takes place through forming, storming, forming, performing, and adjourning. The forming stage is the first day of meeting among the group members. It is a similar experience that someone has while beginning a new job. The group members are polite at this stage because they have hardly formed relationships that enable them to chat with one another (Zhen, 2017). Thus, the team leader takes charge and directs most of the activities of the group. Primarily, the team will not be high performing at this stage. The storming stage is the stage of action. Various team members begin to do things based on their understanding of the same. The members begin to realize the small differences among themselves concerning style and way of doing things (Zhen, 2017). The conflict makes some people begin doubting the goals of the team set out at the beginning. Thus, they may stop executing their responsibility altogether (Zhen, 2017). While some members may want to skip the stage, it is important to acknowledge the challenges that exist among group members early enough and deal with them effectively.

The norming stage is where teams recognize and accept their differences and move past their differences and conflicts. People begin to realize the values of individual members of the group and respect the group leadership. Team members begin to bond and familiarize themselves with the team processes (Zhen, 2017). Furthermore, the members begin to feel comfortable with one another, they work together to provide feedback to one another as they strive to accomplish various activities of the group. The performing stage is when the team performance is highest. The team members are self-reliant and confident in their problem-solving skills. They become sufficient functions without oversight from the team leader (Zhen, 2017). They are free of conflict and work to support one another. The performance of teams at this level is compared to a well-oiled machine. The adjourning stage is the last stage of the group. Team members feel sad to exit the team since they have formed a relationship that works for them (Zhen, 2017). The project teams exist for a short while. Upon the completion of the project objective, the team is dissolved.

On the other hand, the punctuated equilibrium model suggests that the first meeting of the group members is used to set the directions and objectives of the task assigned(Zhang, Liang & Fan, 2017). The behavioral groups and assumptions upon which the meeting will operate are outlined. The directions are written down and are unlikely to be changed at least in the first half of the project. The first phase of group activity is inertia (Zhang, Liang & Fan, 2017). A transition is realized at the end of the first phase, and this takes place when the group has used almost half of the allotted time.

There are major changes that are initiated during the transition. For instance, there is dropping of old methods and the adoption of new ones that would improve the product outcome. Nonetheless, the second phase of inertia follows the phase of transition (Zhang, Liang & Fan, 2017). During this stage, the group executes plans outlined during the transition period. The last meeting of the group is burst with final series of activities to finish the outlined task. The model operates on the principle of mutual acceptance, effective communication, motivation, control, and innovation.

Situational Factors Positively or Negatively Contributed to the Performance of the     Group

The two models illustrate the art of group formation and engagement of team members to form high-performing teams. However, the five-stage model best describes the experience I had with my team. The team members began in a polite way as strangers. We had a difficult time forming working relationships. However, after some time the members realized the ability of every member of the group and conformed to realize the objectives of the group. The group was in its highest performing level one the relationship issues were sorted. The members became friends, and this made the adjournment stage a painful experience.

Various factors contributed to the group’s effective performance, which made the team members achieve the objectives outlined in the group tasks. However, some challenges affected the team, especially during the early stages of constituting the team. For example, the team was comprised of less than ten members. Thus, it made it possible to make decisions faster, and discussions on contentious issues were addressed effectively. Members had a consistent commitment to serving the team. They volunteered to work overtime to realize the objectives of the team. Primarily, team members supported one another in the individual assigned team tasks. All the members served in the project from the beginning to the end irrespective of the few challenges experienced during the process. Besides, the members were part of the organization’s culture, and this enhanced trust. Moreover, all the relevant function areas were represented in the team. The team leadership was effective and gave everyone the opportunity to demonstrate skills and knowledge in various aspects of the assigned group task. The members were obedient to the rules and reported only to the project manager. However, the team was affected by little differences among the members based on different styles of executing tasks. Nonetheless, the team leader moved first to harmonize various approaches and asked the team members to accept the ideas of others and see how they can contribute to the success of the project.





                    How Well Team Meetings were Managed

I believe that the management of the group meetings was conducted successfully. For instance, the project manager provided an overview of the project to the team members through the team leader. The team was consistently reminded of the objective, vision, and mission of the project. Planning was conducted based on how the team members would proceed to accomplish various goals of the project. The members were provided with sufficient information concerning the project and this helped the team determine how they would proceed to achieve the project’s objectives. The meetings were crucial in improving the performance and productivity of members. However, they were not effective in capturing the interpersonal issues affecting the team members. Listening to the issues of members is important in addressing their concerns, especially concerning and their suitability to achieve the group tasks. The doubts and concerns regarding issues of interest among team members need to be cleared.


Delizonna, L. (2017). High-performing teams need psychological safety. Here’s how to create it. Harvard Business Review24, 2017.

Lippert, H., &Dulewicz, V. (2018). A profile of high-performing global virtual teams. Team Performance Management: An International Journal.

Zhen, J. (2017). Application of Tuckman’s Model in the Community Folk Team Management in Community Education. In 3rd Annual International Conference on Social Science and Contemporary Humanity Development (SSCHD 2017) (pp. 169-172). Atlantis Press.

Zhang, Y., Liang, Q., & Fan, P. (2017). Strategic core change, faultlines and team flux: insight from punctuated equilibrium model. Journal of Organizational Change Management.


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