Adjourning

           The post for this week examines the fifth stage of Tuckman's Stages of Team Development, which is adjourning (Abudi, 2010). I have been involved with several groups where the adjourning stage was very difficult. The aspect of the groups that made it difficult to say goodbye are the personal ones because, although I enjoy working with individuals that bring their unique strengths and perspectives to the situation, it is the human attachments that are the hardest for me to loose. This stage of team development looks specifically at the well-being of the team, and focuses more on the emotions than the concrete successes that the team has experienced (Abudi). 
           I do think that high performing teams are the hardest to leave because they have learned to know each other, to trust each other and to rely on each other (Abudi, 2010). This leads to stronger relationships and better outcomes and makes it harder to move on because not all teams reach this stage, and once you have experienced, it you want it for all of your team experiences. I also think that teams with the clearest norms are the most successful because the work becomes about the project and isn't focused on individual goals (Abudi). This is also good for the relationships of the team members because there is a sense of collaboration instead of competition, and the team members trust one another.
          I had one group that was particularly hard to leave because it encompassed all of the aspects of a great team: leadership, clear norms, high performance from each member of the team, and a deep sense of respect and trust. We worked hard, were enthusiastic about our mission, and had a great time. The larger organization did some revising, and because each member of the team was seen as strong team player, they disbanded the team and sent each one of us to work on another group that wasn't working as well. There were several consequences of this. First, we didn't get a chance to have an adjourning, it was foisted upon us and we were expected to pack up and move to start work at the new location the following Monday. This was so abrupt that several members of the team experienced physical ramifications. Second, although we were great individually, what made us really wonderful was our team. Each member did okay at their new location, but no team was ever as strong as the whole group of us together. Third, we lost trust in the larger organization because they didn't let us say good-bye to each other and wish each other luck as we left for our next adventure (Abudi, 2010) We still talk about it when individual members see each other, even though it's been over ten years ago.
           The closing ritual that I enjoy most is getting together one last time, away from work, to socialize, celebrate, and plan a way to keep in touch. I think that whatever else the adjourning stage consists of, it needs to be determined by the members of the group and not an outside party. Often members of high performing early childhood groups end up working together again on other projects, and when groups are allowed to adjourn in their own way, each member of the team can decide how connected he/she wants to stay with the other members. I realize that there are only a few weeks left before I start the coursework for my emphasis; there are some members of my Walden cohort that will go in a different direction and I won't be able to correspond with them again. I imagine that adjourning will need to take place via technology. I think that this it a good time to say farewell and good luck to all of the wonderful people that I have met in this experience, and if you are ever in Utah please look me up!! 
     



Abudi, G. (2010). The five stages of team development: A case study. Retrieved (November 30, 2013) from http://www.projectsmart.co.uk/the-five-stages-of-team-development-a-case-study.html

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