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  • Drexler & Sibbet TPM

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    Team members need to know WHY they are here, what their potential fit is. People want to know WHO they will work with--their expectations, agendas and competencies. Teams turn the corner when they begin to sequence work and settle on WHO does WHAT, WHEN and WHERE in action. The team can begin to change its goals and flexibly respond to the environment.

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    Team members need to know WHY they are here, what their potential fit is. People want to know WHO they will work with--their expectations, agendas and competencies. Teams turn the corner when they begin to sequence work and settle on WHO does WHAT, WHEN and WHERE in action. The team can begin to change its goals and flexibly respond to the environment.

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    551 Ansichten1 Seite

    Drexler & Sibbet TPM

    Hochgeladen von

    fahimsayed
    Team members need to know WHY they are here, what their potential fit is. People want to know WHO they will work with--their expectations, agendas and competencies. Teams turn the corner when they begin to sequence work and settle on WHO does WHAT, WHEN and WHERE in action. The team can begin to change its goals and flexibly respond to the environment.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Als PDF, TXT herunterladen oder online auf Scribd lesen
    Markieren Sie unangemessene Inhalte
    von 1

    Resolved

    ●
    Resolved
    Purpose
    Drexler/Sibbet ● Recognition
    ● Change mastery
    ● Personal fit
    ● Membership
    Team Performance ™ ● Staying power

    7.7
    1.
    Orientation
    WHY
    model Resolved
    Renewal
    WHY
    continue?
    am I here? Resolved ● Flexibility
    ● Mutual regard ● Intuitive communications
    ● Forthrightness ● Synergy
    Unresolved
    Unresolved ● Spontaneous ● Boredom
    ●

    ●
    Disorientation
    Uncertainty 2.
    interaction
    6. ● Burnout
    ● Fear
    Trust High
    Building Performance
    Resolved Resolved
    WOW!
    ● Explicit assumptions ● Clear processes
    ● Clear, integrated goals ● Alignment Unresolved
    Unresolved ● Identified roles ● Disciplined execution ● Overload
    ● Caution ● Disharmony
    ● Mistrust
    ● Facade 3. 5.
    Goal/Role Implemen-
    Resolved
    Clarification ● Shared vision tation
    ● Allocate resources WHO does WHAT,
    WHAT ● Organizational decisions
    WHEN, WHERE?
    are we doing?
    Unresolved
    ● Apathy Unresolved
    ● Skepticism ● Conflict/confusion
    ● Irrelevant competition
    ● Nonalignment
    4. ● Missed deadlines
    Unresolved Commitment
    ● Dependence
    ● Resistance HOW
    will we do it?

    CREATING STAGES SUSTAINING STAGES


    1. Orientation 2. Trust Building 3. Goal/Role 4. Commitment 5. Implementation 6. High Performance 7. Renewal
    Clarification
    When teams are forming Next, people want to know The more concrete work of the At some point discussions need Teams turn the corner when they When methods are mastered, a Teams are dynamic. People get
    everybody wonders WHY they WHO they will work with--their team begins with charity about to end and decisions must be begin to sequence work and team can begin to change its tired; members change. People
    are here, what their potential fit expectations, agendas and team goals and each member's made about HOW resources, settle on WHO does WHAT, goals and flexibly respond to the wonder "WHY continue?" It's
    is and whether others will accept competencies. Sharing builds role. Team and definitions come time, staff - all the bottom line WHEN and WHERE in action. environment. The team can say, time to harvest learning and
    them. People need some kind of trust and a free exchange among to the fore. WHAT are the constraints - will be managed. Timing and scheduling dominate "WOW!" prepare for a new cycle of action.
    answer to continue. team members. priorities? this stage.

    8.5 TPModel © 1994 Allan Drexler & David Sibbet

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