Introduction: Discuss the topic of the paper and how you will approach it. It is

Introduction: Discuss the topic of the paper and how you will approach it. It is best to write this section after you have written the rest of the paper.
Concrete Experience: Begin with a specific situation/event. Describe an experience with a group or team that was meaningful to you. It may have been an extraordinarily good experience – or it may have been an experience that did not work out very well at all! The important point is that it should be an experience which you would like to understand better. Be objective and focus on just the facts: who, what, where, when, and how – as if you were composing a newspaper article.
Reflective Observation: Reflect upon that experience from multiple perspectives of persons involved or affected in the experience. Step back from the situation, look at the experience from your own viewpoint, and from the perspective of all other parties involved or affected. You want to look at the circumstances surrounding the experience from every relevant point of view. Why did you behave the way that you did? Why did others behave the way that they did? Did others have the same positive (or negative) experience? Explain. (Note: your discussion of theories and models from your module materials belongs in the following section.)
Abstract Conceptualization: (This Abstract Conceptualization section is the “heart” of your paper.) Use critical thinking skills to understand and interpret the experience at a deeper, more generalizable level. Interpret and understand the events you have described by drawing on the concepts, theories, and models in the background material from this module. Explain how they apply to your experience. For example, what behavior patterns can you identify in yourself and others that are similar to the ones described in the material on communication, teams, and conflict management? Does the model of Force Field Analysis (home page) help you better understand why people behaved the way they did? Be sure to apply at least three concepts, theories, and/or models and cite all references to concepts, ideas, and/or quotes that you use from any outside source.
Active Experimentation: Identify ways to respond to the next occurrence of a similar experience. What have you learned about the way groups work from this analysis? What have you learned from your mistakes? How are you going to put what you have learned to use? What actions will you take to build more effective work teams in your job?
Conclusion: Sum up the main points of your analysis and the key learning you are taking from it.
Apricot Training Management Limited: Self Awareness. (2013) Understanding the Johari Window. Retrieved from http://www.selfawareness.org.uk/news/understanding-the-johari-window-model
Chapman, A. (2016). Bruce Tuckman’s 1965 Forming, Storming, Norming, Performing team-development model. Retrieved from http://www.businessballs.com/tuckmanformingstormingnormingperforming.htm
Dukes, A. J. (2012). Defensive v Supportive Climates in the Workplace. Retrieved from http://scom320class.blogspot.com/2012/07/defensive-v-supportive-climates-in.html
Eveland, J. D. (2016). Group Dynamics and Conflict. (PowerPoint Presentation) Trident University International.
Help Guide (n.d.). Conflict Resolution Skills. Retrieved from https://www.helpguide.org/articles/relationships-communication/conflict-resolution-skills.htm
Issues teams face: Managing conflict. (n.d.) Retrieved from http://www.sagepub.com/upm-data/54195_Chapter_7.pdf
Leader Logic. (2018, February 5). Johari Window example in 5 minutes [Video file]. Retrieved from

Leader Logic. (2018, February 8). Johari Window for project scope development [Video file]. Retrieved from https://www.youtube.com/watch?v=rCw1wcSJ5V8
MindToolsVideos. (2015, June 12). Improve your listening skills with active listening [Video file]. Retrieved from https://www.youtube.com/watch?v=t2z9mdX1j4A
Models of communication. (2016) Wikipedia. http://en.wikipedia.org/wiki/Models_of_communication
Mottola, G. & Utkus, S. (2009) Group decision-making: Implications for investment committees. Vanguard Investment Counseling and Research. This article can be found at http://agb.org/sites/agb.org/files/u16/Vanguard%206.pdf
Swift trust: Why some teams don’t storm. (2011). In Management Pocketbooks. Retrieved from https://managementpocketbooks.wordpress.com/2011/04/26/swift-trustwhy-some-teams-dont-storm/
Tutor2u. (2016, April 22). Lewin’s force field analysis model [Video file]. Retrieved from https://www.youtube.com/watch?v=X9ujAtYAfqU
Optional Sources
Bacal, R. (2016). Articles on communication and conflict management. The World of Work (2015). Retrieved from http://work911.com/articles/indexcomcomm.htm
Group Dynamics: Basic Nature of Groups and How They Develop. (n.d.) In Free Management Library. Retrieved from http://www.managementhelp.org/grp_skll/theory/theory.htm
How to manage Group Conflict (n.d.) In Free Management Library. Retrieved from http://managementhelp.org/groups/group-conflict.htm
International Association of Business Communicators. (2016). Retrieved from http://www.iabc.com/
Meyerson, D., Weick, K. E., & Kramer, R. M. (1996). Swift trust and temporary groups. In R. M. Kramer (Ed.), Trust in organizations: frontiers of theory and research (pp. 166–196). Thousand Oaks, CA: Sage. Retrieved from https://books.google.com/books?hl=en&lr=&id=A_8LbcsgrNMC&oi=fnd&pg=PA166&dq=Debra+Meyerson+swift+trust&ots=VoC6zx3jC7&sig=vmlH0YJ_gr1CeOmwNm7dkycljw4#v=onepage&q=Debra%20Meyerson%20swift%20trust&f=false