Thank you for your comment, Rich. I absolutely agree that we get buy-in by showing alignment. I love that you are doing an assignment at BU on this!

Thanks for your entry here – you are providing (as usual) great advice.

*https://www.projectmanagement.com/blogs/264100/People–Planet–Profits—Projects

Rich Maltzman, PMP
Senior Lecturer
Boston University Metropolitan College

I am glad that you found the article of value Moises. Good luck with your studies.

Ps. Sorry for any English errors above. Lol.

Hello Thapelo,
Thank you for reading! You can find Part II of this article here: http://www.ginaabudi.com/the-five-stages-of-team-development-part-ii/
Happy reading!

Glad you found the information helpful, Hussain.

Thanks for reading and for your comments. You are absolutely correct that if Jack was truly a difficult person, he would not have been open to coaching – he would have believed he didn’t need to improve. Jack was done a mis-service by previous leadership who didn’t hold him accountable. It was valuable for Jack that new leadership gave him an opportunity to improve upon his skills.

We are in agreement here. The culture of the organization (to determine a cultural fit) as well as vision is essential for potential new hires to know to ensure there is a fit. Things like the informal ways things get done is best done after an individual has been hired as well as specific processes and procedures (formal) within the particular workgroup. Thanks for reading and for your comments!

However, during the hiring process …that is a stage before the last and the last interview or chat, the culture and the outlook of the organization must be shared with prospective staff.
Also he or she must be told a few details of the unit pencilled down for the new staff.
As humans we don’t like suprised.
So, the parties at the two sides of the interview table should know what is expected from each other to a certain extent.
This reduces possible friction in assimilation.
(that is not to say the secrets of the org. must be divulged by the HR during the hiring exercise if you know what I mean)

But no suprises by each party. tough but doable

Here was a guy who had the latent leadership trait but the previous bosses didn’t possibly study his shortcomings and others in the org. No wonder …reading from your part 1 to 4, the turnover would have been minimised or eliminated in the company.
on the other hand, if Jack was “really” a difficult person, he wouldn’t have been amenable to your coaching and the criticism of his seniors and team.

i guess some members of his unit do have one or two who could learn from the experience.
it is easier to blame others…

…am sorry my smart phone hasn’t made me more fluid.

Hello Samuel – Groups are often defined as individuals who are working together, but not necessarily toward a common goal. They are simply a number of people considered to be together – such as a group of financial advisors or a group of leaders in an organization. They are likely working as individuals. They share, however, common traits, interests,or characteristics.

A team, however, are people who come together to achieve a common goal. They work collaboratively, share knowledge and best practices and support each other to achieve that common goal.

Thanks for reading! I agree that these tools you mentioned, as well as any number of others, are helpful and valuable in enabling for collaboration in virtual workshops.