1. Tuckman’s four stages of group development all occur in The Blind Men and the Elephant video. The first stage is forming, this is where the group describes the job and set ground rules for how the job will be completed. The group of blind men did this when they sat together discussing what an elephant might look like and sharing the stories they were told with each other. The second stage is storming, this is where individuals disagree with each other and hold their ground about their viewpoints. This happened in the story after then men had each touched a part of the elephant. Each man was holding their ground on what they had individually experienced and touched themselves. The third stage is norming, this is where each member of the group listens to others and takes in the information as a whole. This happened in the story when they woke up the Rahjah and he encouraged them to listen to each other and put all the pieces together. The fourth stage is performing, this is where members of the group focus on completing the task by fine-tuning their behavior and start working together. After the Rahjah spoke with them, the men began to listen to each other and try to figure out what an elephant might look like together.
2. The group of blind men spent the majority of their time in the dependency stage. I would say they spent about 60% discussing the stories told to them by other people in the village and discussing what an elephant might be or look like. They then spent about 20% of their time in conflict, arguing about what they each felt when they were able to touch the elephant. I would say they spent very little time in the last two categories actually working the problem together. I think they spent 10% of their time in trust, where they listened to each other about what the others had felt and 10% of the time in work trying to solve the problem of what the elephant looked like.
3. An experience that was affected by group dynamics would be when I agreed to become a charge nurse. I was met with some resistance as there are a lot of strong personalities in our department. Only a little time was spent in dependency, where staff and I were feeling each other out and figuring each other out. Next came conflict, where people began to question my judgment and the way I ran the unit. So I began to consult with other charge nurses before making big decisions and explaining my thought process to those who were questioning me. This began to build trust with my coworkers and we began to work as a team. Once trust was established, we moved into work/productivity, where we continue to be today.
Artisit, J.H.A.V.O. (2015, June 17). The blind men and the elephant. Retrieved from youtube
Weiss, D., Tilin, F., & Morgan, M. (2018). The interprofessional healthcare team: Leadership and development. (Second edition). Burlington, MA: Jones & Bartlett Learning.