In the dynamic world of team development and organizational growth, understanding and implementing effective frameworks for team performance is paramount. One such influential model is the Drexler/Sibbet Team Performance Model, a comprehensive tool designed to diagnose, intervene, and improve team dynamics and performance. This article explores the model's foundational principles, stages, and applications, providing insights into how it can be integrated into coaching practices to foster high-performing teams within the Arcadia Coaching Lab and beyond.

Introduction to the Drexler/Sibbet Team Performance Model

Developed by Allan Drexler and David Sibbet, the Drexler/Sibbet Team Performance Model outlines seven stages that teams undergo from formation to high performance: Orientation, Trust Building, Goal Clarification, Commitment, Implementation, High Performance, and Renewal (Drexler, A., & Sibbet, D., 1994). This model not only charts the path teams typically follow towards achieving effectiveness but also serves as a diagnostic tool to identify areas requiring intervention.

The Seven Stages of Team Performance and some crucial team coaching questions to help you!

1. Orientation (Why?): Teams begin by exploring their purpose. Clarity about the team's objectives is crucial for aligning individual and collective efforts. 

"Teams move forward when they are clear about their direction" (Sibbet, 2002).

• What is our core purpose for coming together as a team?
• How does each team member perceive our mission and objectives?
• In what ways can we align our individual goals with the team's overarching goals?

These questions aim to establish a unified sense of direction and ensure all team members are committed to a common purpose.

2. Trust Building (Who?): Trust is the foundation of effective teamwork. This stage focuses on developing mutual respect and understanding, creating a safe environment for open communication.

• What strengths and unique skills does each member bring to the team?
• How can we create a safe space for open and honest communication?
• What actions can we take to build mutual respect and trust among team members?

Fostering an environment of trust is essential for open dialogue and collaboration, making it crucial to explore how trust is cultivated and maintained within the team.

3. Goal Clarification (What?): Here, teams define their goals and the outcomes they aim to achieve. Clear goals provide a roadmap for the team's journey ahead.

• What specific, measurable goals are we aiming to achieve as a team?
• How do these goals align with the broader objectives of our organization?
• What challenges might we face in achieving these goals, and how can we address them?

Clarifying goals helps the team focus their efforts and provides a clear roadmap for action.

4. Commitment (How?): Commitment involves agreeing on roles, responsibilities, and the strategies to achieve the team’s goals. This stage is about making decisions and allocating resources.

• What roles and responsibilities will each team member assume?
• How will we decide on the strategies and resources needed to achieve our goals?
• What commitments are we willing to make to ensure the success of the team?

This stage is about solidifying the team's commitment to their roles, responsibilities, and the collective mission, ensuring everyone is prepared to contribute effectively.

5. Implementation (Who Does What, When, Where?): During this phase, teams execute their plans, requiring coordination, cooperation, and flexibility to adapt to challenges.

• What is our plan of action, and how will tasks be distributed among team members?
• How will we ensure effective coordination and communication throughout the implementation phase?
• What mechanisms will we put in place to adapt to unforeseen challenges?

Questions at this stage are designed to facilitate effective action and adaptability, focusing on the practical aspects of executing the team's plan.

6. High Performance (Wow!): High-performing teams exhibit peak efficiency, creativity, and collaboration. They operate in a state of flow, achieving outstanding results.

• What indicators will demonstrate that we are operating at high performance?
• How can we maintain our momentum and continue to innovate?
• In what ways can we leverage our strengths to achieve even greater results?

At the peak of team performance, the focus shifts to sustaining success, encouraging reflection on the factors contributing to the team's effectiveness and areas for ongoing growth.

7. Renewal (Renew): Teams reflect on their achievements and challenges, learning from their experiences and making necessary adjustments for continuous improvement.

• What have we achieved, and what lessons have we learned throughout our journey?
• How can we apply these insights to future projects and challenges?
• What adjustments or improvements can we make to enhance our team performance moving forward?

Renewal emphasizes reflection and continuous improvement, asking the team to consider their growth and how they can evolve to meet future challenges.

Integrating the Model into Coaching Practices

Coaching practices can leverage the Drexler/Sibbet Team Performance Model to enhance team dynamics and performance in several ways:

• Diagnostic Assessment: Coaches can use the model to assess a team's current stage and identify areas requiring attention or intervention. This helps in tailoring coaching strategies to the team's specific needs.
• Facilitating Trust and Communication: Coaches can conduct workshops and activities focused on trust-building and effective communication, crucial for progressing beyond the initial stages of team development.
• Goal Setting Workshops: Facilitate sessions to help teams clarify their goals and ensure that these are aligned with the organization's objectives.
• Role Clarification: Assist teams in defining roles and responsibilities, ensuring that each member understands their contribution towards achieving the team's goals.
• Performance Monitoring: Implement mechanisms for monitoring progress and performance, providing teams with feedback and strategies for overcoming obstacles.
• Celebrating Achievements: Encourage teams to recognize and celebrate their achievements, fostering a culture of appreciation and continuous improvement.

The Drexler/Sibbet Team Performance Model offers a robust framework for understanding and enhancing team dynamics and performance. By navigating through the seven stages of team development, coaches can guide teams towards achieving high performance and sustaining success over time. Integrating this model into coaching practices not only facilitates team growth and effectiveness but also contributes to building a culture of collaboration, innovation, and resilience within organizations.

Bibliography

• Drexler, A., & Sibbet, D. (1994). Team Performance Model. The Grove Consultants International.
• Sibbet, D. (2002). Team Performance Principles. The Grove Consultants International.

The journey of a team from its formation to reaching the pinnacle of productivity is akin to navigating through varying seas, each presenting its own set of challenges and opportunities. In this article, we will explore the four critical stages of team development—Forming, Storming, Norming, and Performing. Each stage is a unique phase, presenting specific challenges and opportunities for growth and development.

1. The Forming Stage: Long Live Our Team!

The Forming stage, as the inaugural phase of a team's life cycle, is where team members come together for the first time. Characterized by high levels of enthusiasm and anticipation, this stage also harbors an undercurrent of anxiety and uncertainty. Bruce Tuckman, in his seminal 1965 paper "Developmental Sequence in Small Groups," described this phase as crucial for establishing the groundwork of team dynamics. During this stage, members often behave independently and cautiously, exploring the boundaries of the team's purpose and their individual roles. This exploration, while essential, frequently leads to a period of low productivity, as the team has not yet gelled into a cohesive unit.

It is a critical time for team leaders to provide clear direction and support. Leaders are pivotal in setting the tone for open communication and collaboration, vital for the team's future success. In her book "Creating Effective Teams: A Guide for Members and Leaders," Susan A. Wheelan emphasizes the importance of clear communication during the Forming stage. She suggests that teams should focus on establishing clear goals, roles, and responsibilities from the outset to facilitate a smoother transition to later stages. Patrick Lencioni, in "The Five Dysfunctions of a Team," highlights potential pitfalls during the Forming stage, such as lack of trust and fear of conflict. He advocates for building trust as a foundation for effective teamwork. Additionally, Meredith Belbin's team roles theory provides valuable insights: understanding diverse roles, such as the 'plant' for creative ideas or the 'coordinator' for organizing team tasks, can help harness the strengths of each member effectively.

2. Dissatisfaction: The Storming Stage 

Following the initial Forming stage, the Storming stage emerges as a turbulent and challenging phase. Characterized by conflict, frustration, and dissatisfaction, this stage arises from unmet expectations and clashing personalities. It is a crucial phase as it tests resilience and conflict management abilities.

In the Storming stage, the initial excitement of forming the team gives way to the reality of executing tasks. Team members begin to push against the boundaries established earlier, and differences in working styles and opinions become pronounced, leading to conflicts and power struggles. 

Conflict resolution is a key aspect of the Storming stage. Kenneth W. Thomas, a conflict resolution expert, points out that conflict is not inherently negative and can strengthen a team if handled correctly.  Emotional intelligence also plays a pivotal role during this phase. Daniel Goleman emphasizes the importance of self-awareness, empathy, and regulation in managing interpersonal dynamics. These skills help team members navigate the Storming stage, understanding and empathizing with differing perspectives. Leaders must recognize and respond to their team's needs, sometimes taking charge and at other times facilitating and mediating conflicts to ensure progress.

Amy Edmondson's concept of psychological safety becomes critical here: teams that establish an environment where members feel safe to express dissenting opinions and take risks without fear of retribution are more likely to navigate the Storming stage successfully.

3. Resolution: The Norming Stage

The Norming stage in team development marks a significant transition from the turbulence of the Storming stage to a more structured and harmonious environment. In this phase, team members start resolving their differences, fostering mutual respect, and establishing clear norms and processes. This stage is characterized by increased team cohesion and a growing sense of confidence among members.

As teams enter the Norming stage, there is a noticeable shift in how members interact with each other. They begin to appreciate the strengths of their colleagues and learn to respect and work with their differences. This newfound harmony aligns the team around common goals and values, fostering a strong sense of identity. Members become more committed to the team's objectives, leading to a rise in cooperative efforts and productivity.

Organizational psychologist Edgar Schein emphasizes the importance of establishing a robust team culture during this stage, which becomes the guiding force in how team members interact and collaborate.

Moreover, the Norming stage necessitates clear role definition and efficient processes. Susan A. Wheelan's work on team effectiveness underscores the need for clarity in roles and responsibilities, which helps reduce conflicts and misunderstandings that were prevalent in the earlier Storming stage. Additionally, the conflict resolution skills developed during the Storming stage, are instrumental in achieving the collaboration seen in the Norming stage. Teams learn to manage disagreements constructively, contributing to a more cohesive work environment.

Reflecting on Henry Ford's quote, "Coming together is a beginning, staying together is progress, and working together is success," the Norming stage embodies the journey from initial formation to a cohesive and collaborative unit. It signifies the evolution of a team from a collection of individuals to a unified group geared towards success.

4. Production: The Performing Stage

The Performing stage is the zenith of team development, where teams reach their highest level of efficiency and performance. This stage is characterized by high productivity, seamless collaboration, and a deep understanding among team members. It’s a phase where the group has successfully navigated the rough waters of team dynamics and has established a stable, cohesive, and productive working relationship.

In this stage, team members work together effectively, leveraging their strengths and compensating for each other's weaknesses. The team operates like a well-oiled machine, with each member understanding their role and how it contributes to the team's objectives. Conflicts, while still present, are managed constructively and efficiently, without derailing the team's progress.

Leadership in the Performing stage often becomes shared or distributed among team members. This is echoed in the works of leadership expert John Maxwell, who states, "Leaders become great, not because of their power, but because of their ability to empower others." In this stage, leadership is not centralized but fluid and dynamic, depending on the task and the expertise required.

Peter Senge, in his book "The Fifth Discipline," emphasizes the importance of learning organizations in the context of high-performing teams. He suggests that teams that continuously learn and adapt are more successful. In the Performing stage, teams are not only effective in their current tasks but are also constantly evolving and improving their skills and processes.

A fitting quote that encapsulates the essence of the Performing stage is from basketball coach Phil Jackson: "The strength of the team is each individual member. The strength of each member is the team.", highlighting  the symbiotic relationship between individual team members and the team as a whole.

Understanding these stages of team development empowers leaders and team members to navigate through each phase effectively. Recognizing that each stage is a natural progression towards achieving high performance can transform potential challenges into growth opportunities.

FOR FURTHER EXPLORATION:

1. Tuckman, B. W. (1965). Developmental sequence in small groups. Psychological Bulletin.
2. Maxwell, J. C. (2002). Leadership 101: What Every Leader Needs to Know. Thomas Nelson.
3. Lucado, M. (1999). Just Like Jesus. Thomas Nelson.
4. Ford, H. (1922). My Life and Work. Garden City Publishing Company.
5. Isaacson, W. (2011). Steve Jobs. Simon & Schuster.

"Humans have a fundamental need to avoid dissonance between actions and self-perception." - Leon Festinger, 1957

What drives an individual to steadfastly adhere to a decision once it's made? 

How can a leader harness the psychological principles of commitment and consistency to enhance team dynamics and decision-making?

 The principle of commitment and consistency is a cornerstone in the psychology of influence and leadership. This article  seeks to unravel the complexities of this principle, examining its implications in leadership and organizational behavior.

The Psychological Bedrock: Commitment and Consistency

The concept of commitment in leadership is intricately tied to the psychology of self-perception. Bem’s self-perception theory offers a deeper understanding: "People derive their attitudes and beliefs by observing their behavior and the circumstances in which this behavior occurs" (Bem, 1972). 

When team members make a commitment, especially in a public or formal setting, it fundamentally alters how they perceive themselves and their roles within the team. This self-perception is not static: it evolves in response to their behaviors and the contexts in which these behaviors occur. By committing to a task or goal, individuals begin to align their self-image with this commitment, which in turn reinforces their dedication to fulfilling it. This phenomenon suggests that when leaders encourage their team members to make commitments, they are not merely setting expectations, but also facilitating a psychological process that aligns team members’ self-identities with these commitments.

The Interplay Between Self-Perception and Team Dynamics

The self-perception theory further implies that the commitments team members make shape their future actions and attitudes. This is especially significant in a team setting, where the collective behavior and mindset greatly impact overall performance. When individuals see themselves as committed and responsible team members, they are more likely to act in ways that uphold this self-view. This process creates a positive feedback loop: as team members act in alignment with their commitments, their self-perception as reliable, committed members of the team is reinforced, which in turn promotes further consistent behavior. Leaders can leverage this understanding by creating environments that encourage and recognize commitment, thereby fostering a culture of reliability and responsibility.

Strategic Application of Commitment in Leadership

Understanding the power of commitment and its impact on self-perception equips leaders with a strategic tool for influencing team behavior. The key lies in how commitments are structured and presented. For instance, making commitments a part of team rituals or regular discussions can reinforce their importance. Additionally, framing commitments in a way that resonates with the team members’ values and goals can deepen their impact. This approach not only motivates individuals to act consistently with their commitments but also aligns their personal goals with those of the team, creating a harmonious and productive work environment. Leaders who understand and apply these principles can effectively guide their teams towards greater coherence, commitment, and success.

Cognitive Dissonance and Leadership Decisions

Leon Festinger's cognitive dissonance theory serves as a cornerstone, suggesting that "an individual's need for internal consistency drives their actions, attitudes, and beliefs" (Festinger, 1957). Understanding this principle is crucial for effective leadership. When individuals act in ways that are not consistent with their beliefs or previous commitments, they experience psychological discomfort. This discomfort is not just a passive state; it actively pushes individuals to modify their behaviors or beliefs to restore alignment and reduce dissonance. For example, if a team member has publicly committed to completing a project within a certain deadline but finds themselves falling behind, the dissonance between their commitment and their current progress can create significant psychological discomfort. To alleviate this discomfort, the team member is likely to increase their efforts to meet the deadline, thereby aligning their actions with their initial commitment!

In a leadership context, understanding and harnessing cognitive dissonance can be a powerful tool for ensuring team alignment and consistency in actions. Leaders can design strategies and set environments where commitments are made mindfully, and actions are monitored for consistency. For instance, when a leader encourages a team to adopt a new set of values or working practices, some members might initially experience dissonance between these new practices and their existing habits. Recognizing this, a leader can facilitate discussions and provide support that helps team members realign their behaviors with the newly adopted practices, thus using cognitive dissonance as a catalyst for change and consistency within the team. This understanding of cognitive dissonance underscores the importance of thoughtful commitment and follow-through in leadership, ensuring that team actions and beliefs are in harmony.

Public Commitments and Social Influence

The impact of public commitments in reinforcing the commitment-consistency bond is substantial. As Aronson, Wilson, and Akert note, "When commitments are public, they become a part of one's social identity, adding pressure to maintain consistency". (Aronson, Wilson, & Akert, 2013). Leaders can leverage this by encouraging team members to make their commitments in a public setting, thus strengthening the commitment through social pressure and identity.

For instance, a team member who publicly commits to leading a key project segment not only holds themselves accountable but also places their professional reputation on the line! The social pressure to uphold this commitment is amplified, driven by the desire to maintain a consistent image among peers and superiors. Such public commitments can lead to a heightened sense of responsibility and drive individuals to fulfill their obligations more diligently.

Leaders can harness the power of public commitments as a tool to enhance team performance and accountability. By creating platforms where team members can openly declare their goals, targets, or strategies, leaders establish an environment where the commitment-consistency principle is actively at play. For example, during team meetings, members could be encouraged to articulate their specific goals for the upcoming period. This public declaration not only reinforces the individuals’ commitment to their goals but also engages the social dynamics of the team, where peers become part of the accountability framework. This approach leverages social influence to foster a culture of responsibility and reliability, promoting a team ethos where members are motivated not only by personal standards but also by the collective expectations of the group.

In conclusion, the integration of key psychological principles, such as commitment and consistency, into leadership practices offers profound insights into team management and decision-making. The intricate relationship between cognitive dissonance and public commitments highlights the nuanced ways in which leaders can influence team behavior and foster a culture of reliability and accountability. By understanding and applying these concepts, leaders can skillfully navigate the complexities of team dynamics, ensuring that individual and collective actions are aligned with organizational goals. This approach not only enhances team cohesion but also reinforces the commitment to shared objectives, creating an environment where both leaders and team members thrive. The synthesis of these psychological insights into everyday leadership practices marks a significant stride towards more effective and responsive team management.

Bibliography

1. Festinger, L. (1957). A Theory of Cognitive Dissonance. Stanford University Press.
2. Bem, D. J. (1972). "Self-Perception Theory." In Advances in Experimental Social Psychology, vol. 6, edited by L. Berkowitz. Academic Press.
3. Aronson, E., Wilson, T. D., & Akert, R. M. (2013). Social Psychology. Pearson Education.
4. Freedman, J. L., & Fraser, S. C. (1966). "Compliance without pressure: The foot-in-the-door technique." Journal of Personality and Social Psychology, 4(2), 195-202.
5. Cialdini, R. B. (1984). Influence: The Psychology of Persuasion. William Morrow and Company.