DREXLER-SIBBET TEAM PERFORMANCE MODEL PDF

Real-life processes are to these models as musical compositions are to the keyboards that generate them. The Communities of Practice Model was created in collaboration with the US Navy to support internal learning networks. It is an application of the Arthur M. Young Theory of Process. I studied with Arthur M.

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Allan Drexler and David Sibbet developed a team performance model framework for understanding team development that has similar concepts to those covered by Tuckman. When a team is forming, there is a predictable progression of concerns and questions that the members have.

The questions are typically asked in order even though there might be a little back and forth. The process begins with 4 stages of team creation before moving on to 3 stages of team performance and sustainability. The stages are:.

Orientation or Why? Purpose and Intention. What is our mission and picture of success, and why am I here? Trust Building or Who? Who are we working with? What is it going to be like? What skills and competencies do we have? Goal Clarification or What? What is the group doing? What are our goals? What are the assumptions?

What are the constraints? What are our targets and roles? Commitment or How? How are we going to work together? Do we have a timeline? Implementation or Who What When Where? Figuring out the details so we can start working. Most teams jump straight to here skipping the team creation steps and then stall.

High performance or Wow! This is where we want to stay for as long as possible. This is where the team works together as one, requires little direction, respects and supports each other and focuses on delivering the common goal. Renewal — or Why Continue? Things change. Either in team composition, environment or purpose so we have to always ask if what worked in the past will still enable further success in the future or do we need to re-group and cycle back.

Skip to content. The stages are: Orientation or Why? February 2, Close Menu.

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Allan Drexler and David Sibbet developed a team performance model framework for understanding team development that has similar concepts to those covered by Tuckman. When a team is forming, there is a predictable progression of concerns and questions that the members have. The questions are typically asked in order even though there might be a little back and forth. The process begins with 4 stages of team creation before moving on to 3 stages of team performance and sustainability. The stages are:. Orientation or Why?

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The Drexler-Sibbet Team Performance Model™

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Teams make positive changes when they receive reliable data on performance and have a chance to discuss and align on ways to improve. It provides a common, organization-wide framework for teaming across functions, cultures and distances. Using the Team Performance Survey, your team determines their current position on The Model's continuum. We work with the team leads to understand the data and draw insights that inform a series of workshops and conversations meant to help the team move to the next stage of sustained high performance. The outcomes include stronger relationships, alignment around priorities and purpose, improved communication, clear roles, responsibilities and decision-making, clear problem-solving processes, and clear work processes. The Team Performance Model illustrates team development as seven stages, four to create the team and three to describe increasing levels of sustained performance.

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