The Significance of Cohesiveness in Projects - Revision history

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Abstract

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	''Developed by Hildur Lara Jonsdottir, February 2022 ''		''Developed by Hildur Lara Jonsdottir, February 2022 ''

	~~== Abstract ==~~
	Cohesiveness refers to a group of individuals that stick together and work together to achieve a common goal. When all team members are linked to one another and the team as a whole, the team is said to be cohesive. The team's cohesion is one of the most crucial factors of a project's success and can be determined by various factors. Making time for team members to recognize one another's abilities and dealing with emotional concerns are two important factors to consider while improving team cohesion. The elements that connect a team's members may be useful or harmful. The key characteristics that determine team cohesion are similar interests, group size, shared successes, and the threat of external competition. <ref name="Heimild 3">Molnau, D. (n.d.). ''HIGH-PERFORMANCE TEAMS: UNDERSTANDING TEAM COHESIVENESS''. iSixSigma. Retrieved February 14, 2022, from https://www.isixsigma.com/implementation/teams/high-performance-teams-understanding-team-cohesiveness/</ref> Project managers must devise strategies to help their teams become more cohesive. Team cohesion may be improved through empowering group members, resolving conflicts, and recognizing each individual's contribution. The benefits of team cohesiveness are frequently perceived as overwhelmingly positive. The link between cohesiveness and performance has been studied and proven to be helpful on a regular basis. The concept that team cohesiveness can have negative effects on team performance and other outcomes has gotten little attention.<ref name="Heimild 27"> Dyaram, L., & Kamalanabhan, T. J. (2005). Unearthed: The Other Side of Group Cohesiveness. ''Journal of Social Sciences'', 185–190. https://doi.org/10.1080/09718923.2005.11892479</ref> The team that cracked the enigma code, led by Alan Turning, is an example of a cohesive team that succeeded. In this article, it will be examined how cohesive teams affect team performance and how they're formed and maintained.
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	== Definition ==		== Definition ==

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Abstract

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	Cohesiveness refers to a group of individuals that stick together and work together to achieve a common goal. When all team members are linked to one another and the team as a whole, the team is said to be cohesive. The team's cohesion is one of the most crucial factors of a project's success and can be determined by various factors. Making time for team members to recognize one another's abilities and dealing with emotional concerns are two important factors to consider while improving team cohesion. The elements that connect a team's members may be useful or harmful. The key characteristics that determine team cohesion are similar interests, group size, shared successes, and the threat of external competition. <ref name="Heimild 3">Molnau, D. (n.d.). ''HIGH-PERFORMANCE TEAMS: UNDERSTANDING TEAM COHESIVENESS''. iSixSigma. Retrieved February 14, 2022, from https://www.isixsigma.com/implementation/teams/high-performance-teams-understanding-team-cohesiveness/</ref> Project managers must devise strategies to help their teams become more cohesive. Team cohesion may be improved through empowering group members, resolving conflicts, and recognizing each individual's contribution. The benefits of team cohesiveness are frequently perceived as overwhelmingly positive. The link between cohesiveness and performance has been studied and proven to be helpful on a regular basis. The concept that team cohesiveness can have negative effects on team performance and other outcomes has gotten little attention.<ref name="Heimild 27"> Dyaram, L., & Kamalanabhan, T. J. (2005). Unearthed: The Other Side of Group Cohesiveness. ''Journal of Social Sciences'', 185–190. https://doi.org/10.1080/09718923.2005.11892479</ref> The team that cracked the enigma code, led by Alan Turning, is an example of a cohesive team that succeeded. In this article, it will be examined how cohesive teams affect team performance and how they're formed and maintained.		Cohesiveness refers to a group of individuals that stick together and work together to achieve a common goal. When all team members are linked to one another and the team as a whole, the team is said to be cohesive. The team's cohesion is one of the most crucial factors of a project's success and can be determined by various factors. Making time for team members to recognize one another's abilities and dealing with emotional concerns are two important factors to consider while improving team cohesion. The elements that connect a team's members may be useful or harmful. The key characteristics that determine team cohesion are similar interests, group size, shared successes, and the threat of external competition. <ref name="Heimild 3">Molnau, D. (n.d.). ''HIGH-PERFORMANCE TEAMS: UNDERSTANDING TEAM COHESIVENESS''. iSixSigma. Retrieved February 14, 2022, from https://www.isixsigma.com/implementation/teams/high-performance-teams-understanding-team-cohesiveness/</ref> Project managers must devise strategies to help their teams become more cohesive. Team cohesion may be improved through empowering group members, resolving conflicts, and recognizing each individual's contribution. The benefits of team cohesiveness are frequently perceived as overwhelmingly positive. The link between cohesiveness and performance has been studied and proven to be helpful on a regular basis. The concept that team cohesiveness can have negative effects on team performance and other outcomes has gotten little attention.<ref name="Heimild 27"> Dyaram, L., & Kamalanabhan, T. J. (2005). Unearthed: The Other Side of Group Cohesiveness. ''Journal of Social Sciences'', 185–190. https://doi.org/10.1080/09718923.2005.11892479</ref> The team that cracked the enigma code, led by Alan Turning, is an example of a cohesive team that succeeded. In this article, it will be examined how cohesive teams affect team performance and how they're formed and maintained.
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	== Definition ==		== Definition ==
	=== What is Cohesiveness? ===		=== What is Cohesiveness? ===

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	''Developed by Hildur Lara Jonsdottir, February 2022 ''		''Developed by Hildur Lara Jonsdottir, February 2022 ''

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	== Abstract ==		== Abstract ==
	Cohesiveness refers to a group of individuals that stick together and work together to achieve a common goal. When all team members are linked to one another and the team as a whole, the team is said to be cohesive. The team's cohesion is one of the most crucial factors of a project's success and can be determined by various factors. Making time for team members to recognize one another's abilities and dealing with emotional concerns are two important factors to consider while improving team cohesion. The elements that connect a team's members may be useful or harmful. The key characteristics that determine team cohesion are similar interests, group size, shared successes, and the threat of external competition. <ref name="Heimild 3">Molnau, D. (n.d.). ''HIGH-PERFORMANCE TEAMS: UNDERSTANDING TEAM COHESIVENESS''. iSixSigma. Retrieved February 14, 2022, from https://www.isixsigma.com/implementation/teams/high-performance-teams-understanding-team-cohesiveness/</ref> Project managers must devise strategies to help their teams become more cohesive. Team cohesion may be improved through empowering group members, resolving conflicts, and recognizing each individual's contribution. The benefits of team cohesiveness are frequently perceived as overwhelmingly positive. The link between cohesiveness and performance has been studied and proven to be helpful on a regular basis. The concept that team cohesiveness can have negative effects on team performance and other outcomes has gotten little attention.<ref name="Heimild 27"> Dyaram, L., & Kamalanabhan, T. J. (2005). Unearthed: The Other Side of Group Cohesiveness. ''Journal of Social Sciences'', 185–190. https://doi.org/10.1080/09718923.2005.11892479</ref> The team that cracked the enigma code, led by Alan Turning, is an example of a cohesive team that succeeded. In this article, it will be examined how cohesive teams affect team performance and how they're formed and maintained.		Cohesiveness refers to a group of individuals that stick together and work together to achieve a common goal. When all team members are linked to one another and the team as a whole, the team is said to be cohesive. The team's cohesion is one of the most crucial factors of a project's success and can be determined by various factors. Making time for team members to recognize one another's abilities and dealing with emotional concerns are two important factors to consider while improving team cohesion. The elements that connect a team's members may be useful or harmful. The key characteristics that determine team cohesion are similar interests, group size, shared successes, and the threat of external competition. <ref name="Heimild 3">Molnau, D. (n.d.). ''HIGH-PERFORMANCE TEAMS: UNDERSTANDING TEAM COHESIVENESS''. iSixSigma. Retrieved February 14, 2022, from https://www.isixsigma.com/implementation/teams/high-performance-teams-understanding-team-cohesiveness/</ref> Project managers must devise strategies to help their teams become more cohesive. Team cohesion may be improved through empowering group members, resolving conflicts, and recognizing each individual's contribution. The benefits of team cohesiveness are frequently perceived as overwhelmingly positive. The link between cohesiveness and performance has been studied and proven to be helpful on a regular basis. The concept that team cohesiveness can have negative effects on team performance and other outcomes has gotten little attention.<ref name="Heimild 27"> Dyaram, L., & Kamalanabhan, T. J. (2005). Unearthed: The Other Side of Group Cohesiveness. ''Journal of Social Sciences'', 185–190. https://doi.org/10.1080/09718923.2005.11892479</ref> The team that cracked the enigma code, led by Alan Turning, is an example of a cohesive team that succeeded. In this article, it will be examined how cohesive teams affect team performance and how they're formed and maintained.
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	== Definition ==		== Definition ==
	=== What is Cohesiveness? ===		=== What is Cohesiveness? ===

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Was the Team that Cracked the Enigma Code Cohesive?

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	== Was the Team that Cracked the Enigma Code Cohesive? ==		== Was the Team that Cracked the Enigma Code Cohesive? ==
	During World War II, the German military employed the Enigma code to encrypt strategic messages. The British government assembled a team of scientists to crack the engima code, which was vital in gaining intelligence on Germany's operations ~~durind~~ World War II. The team struggled at the start of the project and failed multiple times. The assembled team shared a similar background and a common goal: crack the engima code. However, communication and trust in the team were lacking, and confrontations arose often. Alan Turning is one of the team's most important members, and he eventually became the team's leader. He wanted to work alone at first and solve everything independently, which led to failures. After Alan took over as team leader, communication and trust among the group improved. The crew became closer as time went on, and they regularly got together after work for drinks. This is an example of how many intelligent individuals can be grouped together, but they will not be successful until they pool their talents and communicate. The team's lack of cohesiveness was noticeable at first, but after improving their group dynamics, they cracked the engima code and became an extremely successful cohesive team. <ref name="Heimild 13">Tyldum, M. (2014). ''Imitation Game'' [Film]. Black Bear Pictures.</ref>		During World War II, the German military employed the Enigma code to encrypt strategic messages. The British government assembled a team of scientists to crack the engima code, which was vital in gaining intelligence on Germany's operations during World War II. The team struggled at the start of the project and failed multiple times. The assembled team shared a similar background and a common goal: crack the engima code. However, communication and trust in the team were lacking, and confrontations arose often. Alan Turning is one of the team's most important members, and he eventually became the team's leader. He wanted to work alone at first and solve everything independently, which led to failures. After Alan took over as team leader, communication and trust among the group improved. The crew became closer as time went on, and they regularly got together after work for drinks. This is an example of how many intelligent individuals can be grouped together, but they will not be successful until they pool their talents and communicate. The team's lack of cohesiveness was noticeable at first, but after improving their group dynamics, they cracked the engima code and became an extremely successful cohesive team. <ref name="Heimild 13">Tyldum, M. (2014). ''Imitation Game'' [Film]. Black Bear Pictures.</ref>
	<ref name="Heimild 14">''DIFFICULT TO DECODE: ALAN TURING’S LIFE AND ITS IMPLICATIONS''. (2012, July 3). SITN. Retrieved February 15, 2022, from https://sitn.hms.harvard.edu/flash/2012/turing-biography/</ref>		<ref name="Heimild 14">''DIFFICULT TO DECODE: ALAN TURING’S LIFE AND ITS IMPLICATIONS''. (2012, July 3). SITN. Retrieved February 15, 2022, from https://sitn.hms.harvard.edu/flash/2012/turing-biography/</ref>

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The Team that Cracked the Enigma Code

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	Conflict occurs in every team. When disagreements emerge, the team manager should push the team to collaborate as quickly as possible to find a feasible solution. Encourage team members to collaborate on developing and implementing solutions and ensure they have the resources they need to resolve conflicts. <ref name="Heimild 12"> Editorial Team. (2021, March 3). ''10 Steps To Improve Team Cohesiveness in the Workplace''. Indeed. Retrieved February 16, 2022, from https://www.indeed.com/career-advice/career-development/team-cohesiveness</ref>		Conflict occurs in every team. When disagreements emerge, the team manager should push the team to collaborate as quickly as possible to find a feasible solution. Encourage team members to collaborate on developing and implementing solutions and ensure they have the resources they need to resolve conflicts. <ref name="Heimild 12"> Editorial Team. (2021, March 3). ''10 Steps To Improve Team Cohesiveness in the Workplace''. Indeed. Retrieved February 16, 2022, from https://www.indeed.com/career-advice/career-development/team-cohesiveness</ref>

	== ~~The~~ Team that Cracked the Enigma Code ==		== Was the Team that Cracked the Enigma Code Cohesive? ==
	During World War II, the German military employed the Enigma code to encrypt strategic messages. The British government assembled a team of scientists to crack the engima code, which was vital in gaining intelligence on Germany's operations durind World War II. The team struggled at the start of the project and failed multiple times. The assembled team shared a similar background and a common goal: crack the engima code. However, communication and trust in the team were lacking, and confrontations arose often. Alan Turning is one of the team's most important members, and he eventually became the team's leader. He wanted to work alone at first and solve everything independently, which led to failures. After Alan took over as team leader, communication and trust among the group improved. The crew became closer as time went on, and they regularly got together after work for drinks. This is an example of how many intelligent individuals can be grouped together, but they will not be successful until they pool their talents and communicate. The team's lack of cohesiveness was noticeable at first, but after improving their group dynamics, they cracked the engima code and became an extremely successful cohesive team. <ref name="Heimild 13">Tyldum, M. (2014). ''Imitation Game'' [Film]. Black Bear Pictures.</ref>		During World War II, the German military employed the Enigma code to encrypt strategic messages. The British government assembled a team of scientists to crack the engima code, which was vital in gaining intelligence on Germany's operations durind World War II. The team struggled at the start of the project and failed multiple times. The assembled team shared a similar background and a common goal: crack the engima code. However, communication and trust in the team were lacking, and confrontations arose often. Alan Turning is one of the team's most important members, and he eventually became the team's leader. He wanted to work alone at first and solve everything independently, which led to failures. After Alan took over as team leader, communication and trust among the group improved. The crew became closer as time went on, and they regularly got together after work for drinks. This is an example of how many intelligent individuals can be grouped together, but they will not be successful until they pool their talents and communicate. The team's lack of cohesiveness was noticeable at first, but after improving their group dynamics, they cracked the engima code and became an extremely successful cohesive team. <ref name="Heimild 13">Tyldum, M. (2014). ''Imitation Game'' [Film]. Black Bear Pictures.</ref>
	<ref name="Heimild 14">''DIFFICULT TO DECODE: ALAN TURING’S LIFE AND ITS IMPLICATIONS''. (2012, July 3). SITN. Retrieved February 15, 2022, from https://sitn.hms.harvard.edu/flash/2012/turing-biography/</ref>		<ref name="Heimild 14">''DIFFICULT TO DECODE: ALAN TURING’S LIFE AND ITS IMPLICATIONS''. (2012, July 3). SITN. Retrieved February 15, 2022, from https://sitn.hms.harvard.edu/flash/2012/turing-biography/</ref>

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What Influences Team Cohesion?

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	=== What Influences Team Cohesion? ===		=== What Influences Team Cohesion? ===
	'''Shared Goals and Like-Mindedness:'''The fact that members of a team share similar beliefs and attitudes is one of the factors that keeps the team together. People, on the whole, like to be in the company of those who share their values and perspectives. There fore one of the variables that contributes to team cohesiveness is similarity. A cohesive group is made up of people who have similar interests and aims but can come from different backgrounds. <ref name="Heimild 7"> ''Group Cohesiveness''. (n.d.). Toppr. Retrieved February 16, 2022, from https://www.toppr.com/guides/fundamentals-of-economics-and-management/group-dynamics/group-cohesiveness/</ref>		'''Shared Goals and Like-Mindedness:''' The fact that members of a team share similar beliefs and attitudes is one of the factors that keeps the team together. People, on the whole, like to be in the company of those who share their values and perspectives. There fore one of the variables that contributes to team cohesiveness is similarity. A cohesive group is made up of people who have similar interests and aims but can come from different backgrounds. <ref name="Heimild 7"> ''Group Cohesiveness''. (n.d.). Toppr. Retrieved February 16, 2022, from https://www.toppr.com/guides/fundamentals-of-economics-and-management/group-dynamics/group-cohesiveness/</ref>

	'''Size of a Team:''' Smaller teams have a higher level of cohesion than larger teams. There is more engagement and communication in smaller groups, which helps members remain bonded. It is possible that interaction decreases in larger groups, making it more difficult to reach consensus on many problems. In bigger groupings, smaller cliques may form inside the group, resulting in disputes and dilution of the general aim. <ref name="Heimild 5">Team Cohesion: The strength and extent of interpersonal connection among the members of a group. (n.d.). Corporate Finance Institute. Retrieved February 12, 2022, from https://corporatefinanceinstitute.com/resources/careers/soft-skills/team-cohesion/</ref>		'''Size of a Team:''' Smaller teams have a higher level of cohesion than larger teams. There is more engagement and communication in smaller groups, which helps members remain bonded. It is possible that interaction decreases in larger groups, making it more difficult to reach consensus on many problems. In bigger groupings, smaller cliques may form inside the group, resulting in disputes and dilution of the general aim. <ref name="Heimild 5">Team Cohesion: The strength and extent of interpersonal connection among the members of a group. (n.d.). Corporate Finance Institute. Retrieved February 12, 2022, from https://corporatefinanceinstitute.com/resources/careers/soft-skills/team-cohesion/</ref>

S212410: /* Behaviour of Team Cohesiveness */

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Behaviour of Team Cohesiveness

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	After overcoming the storming stage, the team is ready to develop open communications, stable positions, and norms. These are the initial steps toward belonging to a group. Teams will go from norming to performing and then to highly performing after acquiring cohesion. The team should celebrate a job well done while performing and organise events such as team lunches following a successful deployment to build camaraderie. This will serve as a motivation for the following cycle of work, reinforcing the already-established group togetherness. All work and no play might cause your team to become disjointed. Allowing your team to interact, celebrate, and unwind makes it simpler to develop genuine connections and maintain team cohesiveness when the going gets tough.<ref name="Heimild 3">Molnau, D. (n.d.). ''HIGH-PERFORMANCE TEAMS: UNDERSTANDING TEAM COHESIVENESS''. iSixSigma. Retrieved February 14, 2022, from https://www.isixsigma.com/implementation/teams/high-performance-teams-understanding-team-cohesiveness/</ref>		After overcoming the storming stage, the team is ready to develop open communications, stable positions, and norms. These are the initial steps toward belonging to a group. Teams will go from norming to performing and then to highly performing after acquiring cohesion. The team should celebrate a job well done while performing and organise events such as team lunches following a successful deployment to build camaraderie. This will serve as a motivation for the following cycle of work, reinforcing the already-established group togetherness. All work and no play might cause your team to become disjointed. Allowing your team to interact, celebrate, and unwind makes it simpler to develop genuine connections and maintain team cohesiveness when the going gets tough.<ref name="Heimild 3">Molnau, D. (n.d.). ''HIGH-PERFORMANCE TEAMS: UNDERSTANDING TEAM COHESIVENESS''. iSixSigma. Retrieved February 14, 2022, from https://www.isixsigma.com/implementation/teams/high-performance-teams-understanding-team-cohesiveness/</ref>

	=== ~~Behaviour~~ of Team Cohesiveness===		=== Aspects of Team Cohesiveness===
	The four main aspects of team cohesion are multidimensionality, instrumental foundation, dynamic, and emotional nature. Multidimensionality refers to the many variables that come together to make team members work as one. The team's aims and objectives change throughout time due to the team's dynamic character. Its instrumental basis is concerned with how members are committed to a common goal, while the emotional dimension is concerned with some of the advantages that members gain from being cohesive.<ref name="Heimild 5">Team Cohesion: The strength and extent of interpersonal connection among the members of a group. (n.d.). Corporate Finance Institute. Retrieved February 12, 2022, from https://corporatefinanceinstitute.com/resources/careers/soft-skills/team-cohesion/</ref>		The four main aspects of team cohesion are multidimensionality, instrumental foundation, dynamic, and emotional nature. Multidimensionality refers to the many variables that come together to make team members work as one. The team's aims and objectives change throughout time due to the team's dynamic character. Its instrumental basis is concerned with how members are committed to a common goal, while the emotional dimension is concerned with some of the advantages that members gain from being cohesive.<ref name="Heimild 5">Team Cohesion: The strength and extent of interpersonal connection among the members of a group. (n.d.). Corporate Finance Institute. Retrieved February 12, 2022, from https://corporatefinanceinstitute.com/resources/careers/soft-skills/team-cohesion/</ref>

S212410: /* Developing a Team */

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Developing a Team

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	[[File:forming.png\|200px\|thumb\|right\|Figure 1: Stages of Team Development]]		[[File:forming.png\|200px\|thumb\|right\|Figure 1: Stages of Team Development]]
	Teams are the foundation of how projects, activities, and tasks are structured and handled in businesses worldwide. Everyone has been a part of a team at some point in their lives, whether at work, school, sports, etc. <ref name="Heimild 4"> Druskat, V. and Wolff, S (2001).''Building the Emotional Intelligence of Groups'', Harvard Business Review, pages 82, 83 and 85.</ref>		Teams are the foundation of how projects, activities, and tasks are structured and handled in businesses worldwide. Everyone has been a part of a team at some point in their lives, whether at work, school, sports, etc. <ref name="Heimild 4"> Druskat, V. and Wolff, S (2001).''Building the Emotional Intelligence of Groups'', Harvard Business Review, pages 82, 83 and 85.</ref>

	In 1965, psychologist Bruce Tuckman proposed a hypothesis regarding the steps new teams must undergo to succeed and achieve healthy cohesiveness. Developing teams can take time, and the phases of building a team span from when team members are strangers to when they become a cohesive team with a common goal. The four typical stages of team development are forming, storming, norming and performing. To effectively overcome the hurdles of the storming and forming stages, managers or leaders of a team must maintain the team's motivation. Forming is the beginning stage where relationships among the team members are formed. When team members begin fighting for position, stumbling from confusion, and having disputes regarding leadership, strategy, and goals, the storming stage is triggered. This is when the importance of team leadership becomes apparent. The leader must succeed in motivating the team, resolving all issues, and articulating the team's purpose and objectives. Once the storming stage has been completed, a team will go into the norming stage.		In 1965, psychologist Bruce Tuckman proposed a hypothesis regarding the steps new teams must undergo to succeed and achieve healthy cohesiveness. Developing teams can take time, and the phases of building a team span from when team members are strangers to when they become a cohesive team with a common goal. The four typical stages of team development are forming, storming, norming and performing. To effectively overcome the hurdles of the storming and forming stages, managers or leaders of a team must maintain the team's motivation. Forming is the beginning stage where relationships among the team members are formed. When team members begin fighting for position, stumbling from confusion, and having disputes regarding leadership, strategy, and goals, the storming stage is triggered. This is when the importance of team leadership becomes apparent. The leader must succeed in motivating the team, resolving all issues, and articulating the team's purpose and objectives. Once the storming stage has been completed, a team will go into the norming stage.
	After overcoming the storming stage, the team is ready to develop open communications, stable positions, and norms. These are the initial steps toward belonging to a group. Teams will go from norming to performing and then to highly performing after acquiring cohesion. The team should celebrate a job well done while performing and organise events such as team lunches following a successful deployment to build camaraderie. This will serve as a motivation for the following cycle of work, reinforcing the already-established group togetherness. All work and no play might cause your team to become disjointed. Allowing your team to interact, celebrate, and unwind makes it simpler to develop genuine connections and maintain team cohesiveness when the going gets tough.<ref name="Heimild 3">Molnau, D. (n.d.). ''HIGH-PERFORMANCE TEAMS: UNDERSTANDING TEAM COHESIVENESS''. iSixSigma. Retrieved February 14, 2022, from https://www.isixsigma.com/implementation/teams/high-performance-teams-understanding-team-cohesiveness/</ref>		After overcoming the storming stage, the team is ready to develop open communications, stable positions, and norms. These are the initial steps toward belonging to a group. Teams will go from norming to performing and then to highly performing after acquiring cohesion. The team should celebrate a job well done while performing and organise events such as team lunches following a successful deployment to build camaraderie. This will serve as a motivation for the following cycle of work, reinforcing the already-established group togetherness. All work and no play might cause your team to become disjointed. Allowing your team to interact, celebrate, and unwind makes it simpler to develop genuine connections and maintain team cohesiveness when the going gets tough.<ref name="Heimild 3">Molnau, D. (n.d.). ''HIGH-PERFORMANCE TEAMS: UNDERSTANDING TEAM COHESIVENESS''. iSixSigma. Retrieved February 14, 2022, from https://www.isixsigma.com/implementation/teams/high-performance-teams-understanding-team-cohesiveness/</ref>

S212410: /* Developing a Team */

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Developing a Team

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	=== Developing a Team ===		=== Developing a Team ===
	[[File:forming.png\|200px\|thumb\|right\|Figure 1: Stages of Team Development]]		[[File:forming.png\|200px\|thumb\|right\|Figure 1: Stages of Team Development]]
	Teams are the foundation of how projects, activities, and tasks are structured and handled in businesses ~~all around the world~~. Everyone has been a part of a team at some point in their lives, whether at work, school, ~~or in~~ sports, etc. <ref name="Heimild 4"> Druskat, V. and Wolff, S (2001).''Building the Emotional Intelligence of Groups'', Harvard Business Review, pages 82, 83 and 85.</ref>		Teams are the foundation of how projects, activities, and tasks are structured and handled in businesses worldwide. Everyone has been a part of a team at some point in their lives, whether at work, school, sports, etc. <ref name="Heimild 4"> Druskat, V. and Wolff, S (2001).''Building the Emotional Intelligence of Groups'', Harvard Business Review, pages 82, 83 and 85.</ref>
	In 1965, psychologist Bruce Tuckman proposed a hypothesis regarding the steps new teams must ~~go through in order~~ to succeed and achieve healthy cohesiveness. Developing teams can take time, and the phases of building a team span from when team members are strangers to when they become a cohesive team with a common goal. The four ~~common~~ stages of team development are forming, storming, norming and performing. To effectively overcome the hurdles of the storming and forming stages, managers or leaders of a team must maintain the team's motivation. Forming is the ~~beginnig~~ stage where relationships among the team members are formed. When team members begin fighting for position, stumbling from confusion, and having disputes regarding leadership, strategy, and goals, the storming stage is triggered. This is when the importance of team leadership becomes apparent. The leader must succeed in motivating the team, resolving all issues, and articulating the team's purpose and objectives. Once the storming stage is completed a team will go into the norming stage. ~~The~~ team is ~~then~~ ready to develop open communications, stable positions, and norms ~~after overcoming the storming stage~~. These are the initial steps toward a belonging to a group. Teams will go from norming to performing, and then to highly performing, after ~~they have acquired~~ cohesion. The team should celebrate a job well done while performing and organise events such as team lunches following a successful deployment to build camaraderie. This will serve as a motivation for the following cycle of work, reinforcing the already-established group togetherness. All work and no play might cause your team to become disjointed. Allowing your team to interact, celebrate, and unwind makes it simpler to develop genuine connections and maintain team cohesiveness when the going gets tough.<ref name="Heimild 3">Molnau, D. (n.d.). ''HIGH-PERFORMANCE TEAMS: UNDERSTANDING TEAM COHESIVENESS''. iSixSigma. Retrieved February 14, 2022, from https://www.isixsigma.com/implementation/teams/high-performance-teams-understanding-team-cohesiveness/</ref>		In 1965, psychologist Bruce Tuckman proposed a hypothesis regarding the steps new teams must undergo to succeed and achieve healthy cohesiveness. Developing teams can take time, and the phases of building a team span from when team members are strangers to when they become a cohesive team with a common goal. The four typical stages of team development are forming, storming, norming and performing. To effectively overcome the hurdles of the storming and forming stages, managers or leaders of a team must maintain the team's motivation. Forming is the beginning stage where relationships among the team members are formed. When team members begin fighting for position, stumbling from confusion, and having disputes regarding leadership, strategy, and goals, the storming stage is triggered. This is when the importance of team leadership becomes apparent. The leader must succeed in motivating the team, resolving all issues, and articulating the team's purpose and objectives. Once the storming stage has been completed, a team will go into the norming stage.
			After overcoming the storming stage, the team is ready to develop open communications, stable positions, and norms. These are the initial steps toward belonging to a group. Teams will go from norming to performing and then to highly performing after acquiring cohesion. The team should celebrate a job well done while performing and organise events such as team lunches following a successful deployment to build camaraderie. This will serve as a motivation for the following cycle of work, reinforcing the already-established group togetherness. All work and no play might cause your team to become disjointed. Allowing your team to interact, celebrate, and unwind makes it simpler to develop genuine connections and maintain team cohesiveness when the going gets tough.<ref name="Heimild 3">Molnau, D. (n.d.). ''HIGH-PERFORMANCE TEAMS: UNDERSTANDING TEAM COHESIVENESS''. iSixSigma. Retrieved February 14, 2022, from https://www.isixsigma.com/implementation/teams/high-performance-teams-understanding-team-cohesiveness/</ref>

	=== Behaviour of Team Cohesiveness===		=== Behaviour of Team Cohesiveness===