Creating High-Performance Project And Process Teams
CONTENTS

1. Executive Summary 2
2. Purpose 3
3. Discussions 3
4. Part A 3
4.1. Introduction 3
4.2. Group Theories 4
4.3. Team Theories 9
4.4. Conclusion 11
5. Part B 12
5.1. Introduction 12
5.2. Questionnaire 12
5.3. Questionnaire Scores 14
5.4. Tuckman Model: Johannesburg Central Team Score 15
6. Part C 15
6.1. Introduction 15
6.2. Team demographics 15
6.3. Team Effectiveness 16
7. Bibliography 21

FIGURES
Figure 1: Approximation of the Punctuated Equilibrium Model.
Figure 2: Asch Comparison Cards.
Figure 3: Tuckman Model: Johannesburg Central Team Score

TABLES
Table 1: Relationship between Group Cohesiveness and Agreement with Organizational Goals.
Table 2: Mature Work Group or Team Questionnaire.
Table 3: Individual Team Member and Team Scores.

1. Executive Summary
Group work and team work have especially become indispensible to the achievement of success in the world. Group work and team work have been used since the beginning of humanity. So what has changed? Competitiveness has forced a substantially, reduced cycle time requirement to turnaround capabilities and products in a much shorter period of time. An individual’s effort to achieve the required cycle time would not meet requirements on a number of levels: the requirement for various knowledge and skills, enhanced decision making by leveraging the strengths of diversity and assurance that the required quality would be met.
However, group and team work has challenges. The strengths of a team can, if not managed carefully, lead to the failure of the team. The speed with which products and capabilities must be produced is exposing those aspects of individual behaviour that influence group and team work and vice versa.
This paper examines the underlying theory relating to group and team work, and reports on a team work exercise.

2. Purpose
The purpose of the assignment is to, amongst others, analyse the theory underlying groups and teams by contrasting the views of...