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Activities in Preparing a New Venture Business Plan

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The group followed the model of Tuckman’s group development model precisely in the forming stage, where individual tasks maintained the most discussion and all team members were motivated and focused on maintaining good behavior to build acceptance in the group (Tuckman 1965). Group dynamics, overall, were quite positive. Each team member maintained a clear focus on individual tasks and worked cooperatively to produce a high-quality project output. Over the development of the project, group members became accustomed to diverse methods by which each team member performed their tasks and embraced these differences effectively. Whilst there was some level of the challenge during the initial formation of the group (which will be discussed in detail), the team functioned well once individual personalities and attitudes were respected and esteemed. The group followed the model of Tuckman’s group development model precisely in the forming stage, where individual tasks maintained the most discussion and all team members were motivated and focused on maintaining good behavior to build acceptance in the group (Tuckman 1965). Group dynamics, overall, were quite positive. Each team member maintained a clear focus on individual tasks and worked cooperatively to produce a high-quality project output. Over the development of the project, group members became accustomed to diverse methods by which each team member performed their tasks and embraced these differences effectively. Whilst there was some level of the challenge during the initial formation of the group (which will be discussed in detail), the team functioned well once individual personalities and attitudes were respected and esteemed. The group met regularly, however, the timeline for these meetings was disparate and dependent on the task deadlines assigned to each team member. If tasks had a three-day deadline, a meeting was scheduled on day four to coordinate all individual work, discuss its relevance and quality, and then incorporate it (as a collaborative group) into the final project. Conflicts and challenges The group appeared to follow the linear path in group development, in which conflict began to emerge in the storming stage. Whilst Connors and Caple (2005) suggest that not all groups follow the linear stages precisely, this group appeared to justify Tuckman’s model. It is in the storming stage where hostilities manifest. In one particular instance, two team members felt that the group was not achieving individual task deadlines proficiently and began overly-assertive efforts to try to reallocate tasks to be completed collectively rather than individually. For example, the individual assigned the marketing and promotion task had created initial advertising mock-ups that were not considered relevant to the market segment characteristics the group had collectively agreed upon.