The Retreat $($Scenario$)$The first$-$line managers were sent on a retreat to Niagara Falls for their inaugural strategic planning meeting. Few people knew each other, but their task was clear: design a new performance appraisal system for subordinates that would be effective and usable. Their years of complaining about the old system had dumped this new responsibility right in their lap. They had four days to become brilliant, and everyone was a little on edge. The first day, little was accomplished except for the jockeying to see who would be the official leader. Finally, Jim seemed to wrangle control and herped provide the first real direction for the group. By the second day, the group seemed to begin working well. They spent the morning deciding how they would make decisions within the group and how to manage the idea$-$generation process. The third and fourth days saw the new managers move amazingly quickly, with ideas flowing freely. By the end of the fourth day, they had a workable system developed, and they felt satisfied. That night they all signed the new document to be presented to the regional manager the next day. They all felt a twinge of regret at having to break up the group and return to normal work life.When the management group was deciding on their decision rules, they were in the stage of group development.adjourning formingstormingnorming