drexer sibbet team peformance model

CREATING SUSTAINING

1.Orientation

WHYam I here?

2.Trust

BuildingWHO

are you?3.

GoalClarification

WHATare we doing??

5.ImplementationWHO does WHAT,WHEN, WHERE?

7.Renewal

WHY continue?

Resolved• Purpose• Team Identity• Membership

Unresolved• Disorientation• Uncertainty• Fear

Resolved• Mutual regard• Forthrightness• Reliability

Unresolved• Caution• Mistrust• Facade

Unresolved• Apathy• Skepticism• Irrelevant

competitionUnresolved• Dependence• Resistance

Resolved• Explicit assumptions• Clear, integrated

goals• Shared vision

Resolved• Assigned roles• Allocated

resources• Decisions made

Resolved• Clear processes• Alignment• Disciplined

execution

Resolved• Spontaneous interaction• Synergy• Surpassing results

Resolved• Recognition &

celebration• Change mastery• Staying power

Unresolved• Overload• Disharmony

Unresolved• Conflict/confusion• Nonalignment• Missed deadlines

modelTMTeam Performance

Drexler/Sibbet

4.Commitment

HOWwill we do it?

6.High

PerformanceWOW!

Unresolved• Boredom• Burnout

1. OrientationWhen teams are formingeverybody wondersWHY they are here, what their potential fit isand whether others willaccept them. People need exneed some kind of answerto continue.

2. Trust BuildingNext, people want to knowWHO they will work with --their expectations, agendas claand competencies. Sharing basic assumbuilds trust and a free

change among teammembers.

3. Goal ClarificationThe more concrete workof the team begins with

rity about team goals,ptions and

vision. Terms anddefinitions come to thefore. WHAT are thepriorities?

4. CommitmentAt some point discussionsneed to end and decisionsmust be made about HOWresources, time, staff--allthe bottom line constraints-- WHwill be managed. Agreedroles are key.

5. ImplementationTeams turn the cornerwhen they begin tosequence work and settle toon WHO does WHAT,

EN, and WHERE inaction. Timing andscheduling dominate thisstage.

6. High PerformanceWhen methods are mas- Tetered, a team can begin

change its goals andflexibly respond to theenvironment. The teamcan say, “WOW!” andsurpass expectations.

7. Renewalams are dynamic.

People get tired; members change. People wonder“WHY continue?” It’s timeto harvest learning andprepare for a new cycleof action.

9.0 TPModel © 1999 Allan Drexler & David Sibbet