An Examination of the Team Development Stages in the Movie 12 Angry Men

An Examination of the Team Development Stages in the Movie 12 Angry Men 12 Angry Men: Team Development Stages Team development is a crucial aspect of any group setting and consists of six stages: stage one – forming, stage two – storming, stage three – norming, stage four – performing, and stage five – adjourning (or deforming). In the movie 12 Angry Men, the 12 jury members go through these stages at various points of the deliberation; this paper will serve to explore how and when the jury went through the stages of team development. Forming The movie starts out with our group already been formed, as they were selected to be part of the jury; they really begin the team development process at the beginning of the deliberation, as the jury members all sit down and define what their goals and obligations are, saying that if the defendant is found guilty, they must send him to the electric chair. The forming stage continues as jury members start falling into their respective roles; the members find out that juror 3 and juror 10 are alpha type males, that juror 8 takes his civic duty seriously, but has some biased views (he is just a youth, how could he commit such a crime?), and general introductions from members of the group. Storming The storming stage follows the forming stage, and starts after the jury’s first round of guilty/not guilty voting; the storming stage is set off by juror 8’s not guilty vote, which is the first and only difference among the group at the time. The storming stage is furthered by the jury member’s perception of civic duty, and ignited to another level when juror 8 is attempting to make a case, while some of his fellow jury members are playing games and goofing off. In the storming stage the alpha males of the group try to insert and enforce their brand of â€Å"leadership† through verbal force and intimidation, such as Juror 3 cutting off other jurors during the initial deliberation, telling the group that they are going to skip the set speaking rotation. This struggle of power, juror 3’s intimidation technique versus juror 8’s logical argument technique, continues throughout the story. Norming The norming stage starts when juror 8 starts making his arguments for a not guilty verdict, while persuading others to his side; it is also the stage that lasts the longest throughout the deliberation and takes place in non-connected stages. Once there are a few jurors on the not guilty side of the verdict, open discussion becomes much freer flowing and direct; the jury members start having an actual debate about the facts of the case and whether they could be debated. The discussion, and norming stage, really takes off when juror 8 slams the similar knife into the table; before this the discussion was fairly closed off, with most of the other jury members saying that there was no way the kid was not guilty. Performing The performing stage gradually takes over from the norming stage as more solid arguments are made in favor of the defendant being not guilty. Juror by juror realizes that they may have indeed been so close to sending a potentially innocent person to jail, and feel further obligated to explore the facts in order to render a fair verdict. Jury members put together their individual experiences and knowledge in order to help each other come to a not guilty verdict, such as Juror 8 trying to recreate the witness who had to walk to his door with a limp, or questioning Juror 4 about his week in order to establish that memory can be fuzzy. The final sense of civic obligation come when Juror 9 notices Juror 4 rubbing his nose, making the final argument about one of the witnesses not using her glasses regularly. Adjourning The adjourning stage is the stage where the team evaluates its processes and performance, disbanding on either a temporary or permanent basis; the jury members do not disband on a temporary process, and any breaks are portrayed as short breathers, therefore the focus will be on the disbanding of the jury upon rendering a not guilty verdict. The movie does not go into too much detail about the aftermath of the team’s decision, but the audience could tell through the interactions of Juror 8 with Jurors 3 and 9 that the process took place in the manner it should have, and that the team was happy with their process and performance.

Preparing to Participate in Groups Assignment Example | Topics and Well Written Essays - 500 words

Preparing to Participate in Groups - Assignment Example When leaders work collaboratively with other team members making them feel responsible and encouraging them to actively participate, I feel that it would result in the team producing better results and the goals would be accomplished on time. With reference to Chapter 8 "Leading Small Groups: Practical Tips", my advice to a prospective member of a problem-solving or decision-making group would be that when they are in the role of a leader, they ensure that there is effective communication between all the members of the team. Based on my previous experience of working in group projects I have realized that communication is the key to effective working and team building in groups. In one particular group project that I was working on, the topic was divided into smaller sections and each member was to present their findings after a few weeks. Unfortunately, due to lack of proper communication, two members of the group spent a lot of time researching the same topic resulting in a signifi cant waste of time and causing resentment among the team members.

Human Resource Management Essay Example | Topics and Well Written Essays - 1750 words - 3

Human Resource Management - Essay Example All these features are interrelated. This paper deals with wages and communication as two chief aspects of corporate environment and labor management. Wages and communication also serve as tools for reducing organizational conflict. Thus, organizations need to maintain an effective communication with its employees through discussion and interpersonal relationship for HRM and managing conflicts. 2.0 Introduction Employee- employer relationship has become an integral part of organizational practices at present times. Employee relations are hugely used for business orientation. Within an organization, both the employer as well as the employee desire to maintain a good professional relationship. This has been the reason why numerous organizations are emphasizing on development of relationship- based policies and practices. Changes in corporate business functioning promotes fair and justified behavior on part of management as well as the employees (Gennard and Judge 2005, p. 2- 3). Workpl ace relationship could lead to both harmony and conflict, as because it is based on paid employment. Within the whole process, every employee is trained, motivated, appraised and rewarded. This leads to development of not only formal institutional behavior, but informal interpersonal relationships as well. Factors that commonly affect relationship of employer and employee are labor unions, company culture, communication, wages, level of competencies, organizational objectives, etc. (Dzimbiri 2008, p. 1- 5) Wage could be considered as one of the determinants responsible for maintaining good terms in employer- employee relationship. Communication is yet another that influences professional relationship. This paper attempts to examine the some of the key aspects that influence the professional relationship shared by the employees and the employer. This paper also explores development of such relationship and also workplace environment due to factors like communication and wages. 3.0 Th ere are numerous factors that influence workplace relationships. Some of them are- Economic factors: The relationship shared by the employees and their employer is more unilateral in nature. Business process works by â€Å"downsizing† of the employees and â€Å"rightsizing† on part of the employers. Labor reciprocity has performance, appraisals and results for its basis. From economic perspecyive, business operation smoothly functions on mutual delivery of performance, both on part of the employees as well as of their employers. Economic interests of employees are directed towards personal gains, while that of the organizations are directed towards competence and deliverance. (Singh and Singh n.d., p. 128) Institutional factors: Level of competition highly influences workplace relationships. Distribution of work responsibilities, flexible timings, outsourcing have further influenced it. Professional attitude is the chief driving force. As a matter of fact, present age of globalization prefers one- to- one communication once again, but this time in the form of e-HR. Communication is maintained through electronic medium, in a virtual mode. Certain psychological factors are also interrelated to it. In a performance – driven work culture, employees are constantly driven by fears regarding job security. Thus, in industrial relations, counseling and mentoring has