Case Study: Building a Coalition
MGMT591

First of all, in order to successfully build a coalition for Woodson Foundation, we should be aware of the necessary stags of group development that we are going to go over:
The first stage is Forming, which is bringing the new plan in development by creating an executive team with the assistance of Human Resources to select the correct candidates for the new occupations available.
The second period is Storming, which brings conflict among the members of the group, principally because each representative of the groups has his or her particular interests. To go through this phase, they have to think as a team without all the doubtful behavior
The third phase will be Norming. To succeed here, they should set their common goal up to begin the performance, feel more comfortable with the rest of the team, and work efficiently together. An important issue to take into account here is that there has to be someone who leads that work assuming the role of leader.
The following stage is Performing. This stage will start when the team starts to perform together to achieve the objective set up by the association.
Last but not least, the Adjourning stage starts when the team members feel a sense of loss and their enthusiasm decay because the team's task is approaching to the end. Because of this phase, it is imperative to distinguish the team members for their achievements and exult the team's overall accomplishment.
In this case, since the group is not able to go through their own alleged and cannot completely synchronize to succeed, they are stuck in the stages of Forming and Storming. “Each group has its own interests, and in some cases these are directly opposed to one another.” (Robbins and Judge, 630). They are not taking into account that, know, they have a common goal to work for.
Furthermore, I believe the principal