Thermocronic Clothing Business - Belbins Team Roles - Case Study Example

Student Name: Tutor: Title: Individual Reflection Report Course: Individual Reflection Report Summary of Group’s business idea Our group business plan was thermocronic clothing business. Any product that is thermochronic changes color relative to change in temperature. We targeted young adults and teenagers. I thoroughly researched on the possible ideas that could be used as our business plan project. I assessed feasibility and viability of any possible idea. As a group, it was decided that we deal in both male and female clothes. The Market research established the viability of the idea. Thermochronic was distinct because it was unique and could work well as a profitable business idea (Klainberg & Dirschel, 2010, p.111). The idea was excellent and I anticipated its growth. It was original and unique. Some of the weaknesses included not estimating the real value that needed to get the idea working, funding challenge, and time factor. The strengths of the business idea included its originality, implementation, and ability to get credit funding from financial institutions. Idea initiation Thermochronic clothing was the idea that we all discussed and agreed on. Color changing due changes in weather conditions, like temperature, was enough to excite all of our group members. All my group members resolved to work on this great idea and develop something that is unique and accepted in the larger market. Members of my group had to look at resources and promotional strategy that will make our business plan workable. We researched extensively on thermochronic clothing and unanimously decided that it was an excellent idea. We discussed how to turn the idea into a profitable business opportunity in regard to available resources in terms of manpower and financial capacity (Gagel, 2008, p.4). Members contributed their views generally and I was eager to achieve the group’s goal. Everyone tried to exercise his entrepreneurial skills and each contribution was extensively discussed. Our rules that we had adopted earlier in regard to meeting times and how to conduct ourselves throughout were strictly followed. I have learnt that a business ideas has to be launched at the right time and the right place in order to be feasible and viable (Minniti, 2006, p.19). Business idea planning process I perfected my interpersonal skills and I learnt the virtues of patience and being a good listener. I made new friends and learnt a lot from the other members of the group. We outlined the activities that we would undertake and each member assigned a role. Our aim in the business plan development was to come up with a unique opportunity that is original and can produce products that will appeal to the market (Lager, 2010, p.8). We outlined the customers to be reached and the medium through which they could be reached. We shared the stages of development of our business plan and made sure every member understood what the others had done. We had to present in the group meeting what we had been assigned to do by the group leader. We drafted the business plan, and roles were assigned to group members. Tuckman’s theory of team forming process I had an excellent team in my group and we worked well from the beginning to the end. It was amazing to note how the group developed to be a force that accomplished the purpose of its formation. I saw the essence of Tuckman theory in our group development. Tuckman came up with a model that demonstrates the various development stages in the group (Tuckman & Jensen, 1977, p.419). The initial stage is referred to as forming. Here the group leader has to understand that the members of the group may be irritable. This is an orientation stage where members have questions regarding responsibilities, roles, and function of the group (Klainberg & Dirschel, 2010, p.111). Tuckman refers to this as the phase of testing and dependence. Members get to know one another and see if there are commonalities among them. The leader has to direct this phase very actively and make each member to feel accepted and appreciated. The forming stage in my group was easy and natural. The next stage is referred to as storming. This involves conflicts that emerge due to interpersonal issues. The members are trying to cope with control and position issues. Disagreements and challenges are common. Listening during group meeting and participating actively becomes a problem because the members do not trust each other. Competition and defensiveness are also common. The group leader has to steer the group strongly and remain focused on the purpose of formation of this group. Conflicts in the group trigger innovative and creative solutions (Minniti, 2006, p.20). Constructive confrontation is needed in order to advance the goals of the team. Ice-breaking experiences like games are used to help members cope with one another and diffuse the tension that had been created. I consider this to the most trying time for the development of our group. The storming in my group was not very stormy and people settled in fast although there were interpersonal issues that were later resolved. The third stage is referred to as norming. This refers to development of cohesiveness within the group. This stage has also been referred to as phase of pleasant and teamwork. Common agreement comes about on the behavior standards anticipated if the group has to achieve its purpose. People accept each other and the group accepts responsibility and consent on how best to achieve the set goals. Commitment and unity are strong; team learning occurs, decisions are made and general respect among members develops. I was encouraged when we reached at this stage after the stormy phase and I could not help by appreciate everyone’s effort in the group formation. The fourth stage is referred to as performing (Klainberg & Dirschel, 2010, p.113). The group focuses of performance and results. Members become accountable; there is a positive feeling among the members and a collective caring. There is mutual respect and directing of energy towards achieving the goals of the group. This is the phase where the group accomplishes the purpose of its formation. Everybody in my group enjoyed the performing stage and we worked well with one another. The final stage is referred to as adjourning. This involves completion and adjourning (Klainberg & Dirschel, 2010, p.114). I can confidently say that my group went through Tuckman’s development stages. The purpose of the group formation was accomplished. Belbin’s Team Roles Moreover, Belbin categorization of roles helped group members to settle and accept each other the way they are. In his model, Belbin identifies behavioral styles of people when they work together. Belbin categorizing helps in identifying the roles that each member in a group or workplace plays. Team roles identified by Belbin include plant, coordinator, resource investigator, monitor evaluator, shaper, implementer, team worker, completer finisher, and specialist (Aritzeta, Senior & Swailes, 2005, p.406). These roles in regard to our group came up as we interacted with the members during the group formation process. Specialists are normally passionate in regard to learning in their own field, they are source of knowledge and they are willing to share. One member in my group can be regarded as a specialist for his passion in searching and sharing information. Completer finisher is usually a perfectionist and will want things to work out just right in the group. Such members in our group drew our attention to minor details and ensured systematic accomplishment of tasks assigned to the group. The implementer picks up their colleagues ideas and suggestions and transform them into positive action. They are encouraged by their loyalty to the team. They may be mistaken as inflexible and closed-minded (Fisher, Hunter & MacRosson, 2001, p.128-9). We had several implementers in my group who played a big role with their generous contribution. The team workers are good listeners and act the role of diplomats who bring cohesiveness into the group. They adopt a broad view when it comes to problem-solving in the group. I consider myself as a team worker and did a lot to ensure that our group remained unified to the course of its formation. The shaper is a person who is task focused and pursues objectives with energy and vigor. The shaper provides the momentum that keeps the team moving. Our group leader was such a person and I attribute the growth of our group to his commitment and resilience to the group objectives. The coordinator is the chairperson of the group. The coordinator assists the members to focus on their roles in accomplishing the set tasks. Our group leader blended the roles of a shaper and a coordinator. Resource coordinator pursues contact and opportunities. The coordinator networks and facilitates communication with contacts outside the group. Lastly, the plant is generators of ideas. Every member of the group had to play this role before we settled on the business plan idea. Each member had to come up with his own idea and all ideas were later screened and ranked in terms of uniqueness and viability. The different roles of the group member were appreciated and accepted during the storming stage in our group development. Belbin model helped as to adjust to one another and work as a team. Presentation preparation and Experience Preparation of the presentation and the presentation experience itself was an eye-opener. I prepared for presentation by presenting the business plan firstly to the group members, and I addressed questions raised by group members. Presenting the group’s business plan was a wonderful experience that boosted myself-esteem and encouraged me to be confident about myself (Lager, 2010, p.9). I worked hard to master every part of our business idea and present something that I had mastered to the tutor. Our work was appreciated in regard to the strong points of our business idea and we were encouraged as to do our best. Our idea was thought to be an excellent idea. Presentation experience is better than submitting mere paper documents because I am there to defend my ideas and to explain what I meant as opposed to having someone read what I have written. Responding to presentation feedback We got positive feedback after the presentation and we were overwhelmingly encouraged. We were happy to have worked together and delivered an excellent work that had also impressed a lot. We had to work on the points that needed improvement so that they become perfect. We appreciated both the strengths and weaknesses of the idea and focused on perfecting the business advantages (Capon & Hulbert, 2007, P.355). We promised to follow up the idea and explore its workability. From the feedback presentation, we did well. We have to focus on the strong side of the business idea. Alternative Scenario From the beginning I was optimistic about the group business plan idea and I predicted growth. My prediction was not pessimistic but optimistic. We considered alternative growth trajectories in our plan. The alternative inclusion will provide a chance for comparison and ensure that mistakes or weakness in the original plan are turned into opportunities. It also creates a criterion through which success or failure can be evaluated. I had an excellent group experience and I loved working with other people. Alternative scenario allowed us to be critical about our business idea and thing about other forms of opportunities that are available. References Aritzeta, A., Senior, B. & Swailes, S., 2005, Belbin Team-Role Preference and Cognitive Styles: A convergent validity study, Small Group Research 36(4), 404-436. Capon, N. & Hulbert, J., 2007, Managing Marketing in the 21st Century, Wessex Publishing, New Jersey. Fisher, S., Hunter, T., & MacRosson, W., 2001, A validation study of Belbin's team roles, European Journal of Work and Organizational Psychology, 10(2), 121-144. Gagel, D., 2008, Start and Improve Your Business, BoD – Books on Demand, Melbourne. Klainberg, M. & Dirschel, K., 2010, Today’s Nursing Leader: Managing, Succeeding, Excelling, Jones & Bartlett Learning. Minniti, 2006, Entrepreneurship, Greenwood Publishing Group, Ottawa. Tuckman, B.W. and Jensen, M.A.C., 1977, Stages of small-group development revisited, Group & Organization Studies, 2 (4): 419-427. Lager, T., 2010, Managing Process Innovation: From Idea Generation to Implementation, World Scientific, New York. Read More