2.2 Theoretical Analysis and Reflection 理论分析与思考
From Tuckman Team Development Model’s perspective, team development goes through different stages including forming, storming, norming and performing stages (Rickards & Moger, 2000). Therefore, among the key stages in our team development was the storming and the performing stages. According to Richards and Moger (2000), at the storming stage, conflicts are expected in the team as each member seeks to assert him/herself and challenge the decisions of others. Similarly, Richards and Moger (2000) observe that at the performing stage, the team members experience an enhance level of confidence not only in themselves but also in each other, and work together to achieve their goals.
从塔克曼团队发展模型的角度来看，团队发展经历了不同的阶段，包括形成、风暴、规范和执行阶段（Rickards&Moger，2000）。因此，我们团队发展的关键阶段之一是风暴和表演阶段。根据Richards和Moger（2000年）的说法，在风暴阶段，团队中可能会发生冲突，因为每个成员都试图维护自己，并挑战其他人的决定。同样，Richards和Moger（2000）观察到，在表演阶段，团队成员不仅对自己，而且对彼此都有信心，并共同努力实现他们的目标。
Whereas one would expect a team to begin performing right away, diversity within the team often creates conflicts. According to Angeline (2011), due to diversity, people in teams perceive their peers from their personal expectations and experiences leading to conflicts. This was the case in our teamwork activities where diversity often contributed to conflicts among members. For example, while some members were more assertive, I was less assertive. I also maintained a positive social perception and viewed everyone as important irrespective of their personalities as compared to some members in the team who have low social perception.
虽然人们希望团队立即开始工作，但团队内部的多样性往往会产生冲突。根据Angeline（2011），由于多样性，团队中的人从个人期望和导致冲突的经历中感知同龄人。在我们的团队活动中，多样性往往导致成员之间的冲突。例如，虽然有些成员更自信，但我却不那么自信。我还保持积极的社会认知，与团队中一些社会认知较低的成员相比，我认为每个人都很重要，无论他们的个性如何。
According to Ashkanasy, Zerbe and Härtel (2002), the inability to understand diversity and how it influences individuals’ work style often leads to conflicts in teams. This explains why the conflicts occurred in my team when working on the oral presentation work. Notably, some members felt that their approach to completing the assignment was superior to that of others. Furthermore, some white students felt they were superior to students from the Asian backgrounds. Importantly, I learned from this incidence that my major strengths in conflict resolution are the ability to promote compromise and collaboration. For example, when deciding on how to complete our project, I encouraged the team to adopt two approaches, that is, divide some parts of the project into smaller tasks and assign them to members, and work on some part of the project as team. This helped create a middle ground for members, thus making each group to feel satisfied. In reference to the Dutch Test for Conflict Handling, people who promote compromise and collaboration in a conflict often have a concern for themselves and their peers within the conflict (Daly, Lee, Soutar & Rasmi, 2010). However, I think I need to enhance my tolerance to people from other races when they portray a negative reaction. For example, I felt offended because of the remarks that were inclined towards portraying the Asian races as incapable of completing a project without collaboration and almost responded rudely but restrained myself.
根据Ashkanasy、Zerbe和Härtel（2002年）的说法，无法理解多样性及其如何影响个人的工作风格往往会导致团队中的冲突。这就解释了为什么我的团队在进行口头陈述工作时会发生冲突。值得注意的是，一些成员认为他们完成任务的方法优于其他成员。此外，一些白人学生觉得他们比来自亚洲背景的学生优越。重要的是，我从这次事件中了解到，我在解决冲突方面的主要优势是促进妥协与合作的能力。例如，在决定如何完成我们的项目时，我鼓励团队采用两种方法，即将项目的某些部分划分为较小的任务并分配给成员，然后以团队的形式处理项目的某些部分。这有助于为成员创造一个中间地带，从而使每个小组都感到满意。根据荷兰冲突处理测试，在冲突中促进妥协与合作的人往往关心自己和冲突中的同伴（Daly、Lee、Soutar&Rasmi，2010）。然而，我认为当其他种族的人表现出负面反应时，我需要提高我对他们的容忍度。例如，我感到被冒犯，因为这些言论倾向于将亚洲种族描绘成没有合作就无法完成一个项目，并且几乎是粗鲁地回应，但我克制自己。
2.3 Link to Organizational Effectiveness 与组织效能的联系
From the Tuckman Team Development Model, it is evident that teams in organizations go through different stages of development. Whereas this is the case, workplace diversity often undermines the performance of these teams in some of their development stages, and particularly, the storming stage (Richards & Moger, 2000; Angeline, 2011). According to Ragins, Gonzalez, Ehrhardt and Singh (2012), there is an increase in workplace diversity particularly with respect to race, and this has an impact on the work style of different people. Speaking from this perspective, organizations need to create a platform to enhance their management of diversity, particularly racial diversity. This can be achieved mainly through the reliance on aspects such as developing and implementing policies that support and promote diversity, and training employees on how to work in a diverse work environment. Arguably, organizations that are incapable of promoting racial diversity are likely to experience a harsh working environment, thus undermining the ability of its employees from different background to collaborate and as such, perform (Mazur, 2010). In addition to race, the organizational environment needs to support different working styles of its employees in order to create synergy from diversity.
从塔克曼团队发展模型可以看出，组织中的团队经历了不同的发展阶段。尽管如此，工作场所的多样性往往会影响这些团队在某些发展阶段的绩效，特别是在风暴阶段（Richards&Moger，2000；Angeline，2011）。根据Ragins、Gonzalez、Ehrhardt和Singh（2012）的说法，工作场所的多样性有所增加，特别是在种族方面，这对不同人群的工作方式产生了影响。从这个角度讲，组织需要创建一个平台来加强对多样性，特别是种族多样性的管理。这主要可以通过制定和实施支持和促进多样性的政策，以及培训员工如何在多样化的工作环境中工作等方面来实现。可以说，无法促进种族多样性的组织可能会经历恶劣的工作环境，从而削弱其不同背景员工的合作能力和表现能力（Mazur，2010）。除了种族，组织环境还需要支持员工的不同工作风格，以便从多样性中创造协同效应。