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?
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He was Without Allan we would not have this model. The depth of his field experience with teams, coupled with his deep understanding of group dynamics developed in sensitivity training work at National Training Labs, kept the work grounded in the real world of working teams.
Allan shared a team-building model he had developed with Jack Gibb, an influential social science researcher, and Marv Weisbord, a thought leader in organizational development.
Who are you? What are we doing? How will we work together? The model is illustrated here in a Sketchtalk I did on the subject. At that time Allan was working extensively with matrix-type organizations. He invited me to explore writing a book on the subject as well as collaborating with him in his General Mills client work.
Ultimately we led five of these workshops. We also involved Russ Forrester, who co-led the program with Allan well into the s. Allan had been using another model for contracting to describe this part of the process.
Aligning on Nomenclature Allan loved dialogue, to which he brought a keen wit and the tenacity of a true New Yorker. We had ongoing and robust debate over every element of the emerging Team Performance Model, especially around nomenclature. It also applies to the very bottom line kinds of commitments involved in contracts and joint ventures.
Supporting Meaningful Conversations The Model was developed hand in hand with an assessment tool we called the Team Performance Inventory, co-created with Russ Forrester, who had been trained in assessment work.
He believed that that real teamwork developed through engagement and mutual understanding. Grounded in Clear Agreements As I reflect back on all I learned from Allan, I keep thinking about the care with which he would introduce these tools to clients. He would insist that team leaders be fully enrolled in the aim of creating a rich dialogue, while avoiding any kind of performance management in which people would be evaluated or disciplined as a result of taking the Inventory.
To this day the importance of these social contracts remains a feature in my own consulting, thanks to his coaching. Because Allan lived on the East Coast and travel was always a feature of our collaboration, we eventually developed separate practices with these tools. He and his colleague Russ Forester went on to develop several additional tools, as did The Grove. We agreed to sustain the Model by consensus and not make changes to it without dialogue.
Our achievement in that area is part of why the tools have become so widely used.
It is an application of the Arthur M. Young Theory of Process. In I was given the first Arthur M. Young Award for practical application of the Theory of Process by the Anodos Foundation, the steward of his journals and writing. This theory has animated The Grove and my work since becoming familiar with it. Technology research from IFTF was blended with input from two focus groups with educational thought leaders to create this map. The map was designed in layers with the silhouettes along the bottom representing various classes of stakeholders.
Drexler and Sibbet’s Team Performance Model
He was Without Allan we would not have this model. The depth of his field experience with teams, coupled with his deep understanding of group dynamics developed in sensitivity training work at National Training Labs, kept the work grounded in the real world of working teams. Allan shared a team-building model he had developed with Jack Gibb, an influential social science researcher, and Marv Weisbord, a thought leader in organizational development. Who are you? What are we doing? How will we work together?
This is where the Drexler-Sibbet Model comes in. Drexler-Sibbet Groups Creating Stages: Encompasses the initial stages of group development as the group forms and works to become a single cohesive unit. Sustaining Stages: After the group adjusts and becomes established the Sustaining Stages begin. The final three stages are contained within this group. Orientation Why am I here? This is where the group learns why they are being brought together. Trust Building Who are you?