drexer sibbet team peformance model
DESCRIPTION
A critical model for working with small groups. It demonstrates the journey a group takes through time, and illustrates brilliantly both "task and process."TRANSCRIPT
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