The process by which "Team A" formed, stormed, normed and performed was a challenging process. Team A was fortunate enough to have had the professor
             choose the team members in the first stage of development. Therefore, team a
             quickly moved to the second stage, which was storming. We established as stated in the chapter, norms of appropriate behavior and performance standards (McShane, 2002).
             The team also communicated as to what it would take to be successful in our virtual class. We recognized the following points as discussed in the Journal of Public Relations Tactics. The team uncovered each individual differences and understood how diverse we were. Moreover, we accepted each other as unique individuals with a perspective and experience that was different from one's own (Mates, 2004).
             We used the team charter template to create a profile of each member based on strengthens and areas of development. This process was developed to minimize any skills conflict. During the "norming" stage, we developed "a real sense of cohesiveness."
             The team communicated consistently on almost a daily basis which allowed for a sense
             of comfort and easy interaction amongst the team members. The ease of interaction also forced each member to feel a sense of obligation to perform well when a task was presented to the team. The team was also able to deal with conflicts and pick up the slack when other members were not able to perform their tasks. Ultimately, the fact that some
             of the team members were not able to continue, it did not through off track.
             As mentioned in the chapter, the adjourning stage encompasses the reality of task force disbandment not only when a project is completed , but also during the task process as well (McShane, 2002). It is up to the team to develop a close to full proof plan such as laying down the team ground rules from the beginning stages in order to reach ...