Developed by Allan Drexler, David Sibbet, and Russ Forrester, this model comprises seven stages to help optimize the workflow of a team effort: orientation , trust. Allan Drexler and David Sibbet spent nine years refining a comprehensive model of team The Drexler/Sibbet Team Performance™ model illustrates team. We have made use of this model for over 25 years. It’s the most comprehensive team model out there. The model uses simple and direct.

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Such behavior could indicate a lack of priorities, roles, or a clear definition of how work should performannce. Leading a Nonprofit Organization. Goal Clarification Here is where the team works to identify a shared vision by discussing possibilities, variations, and the reasons these goals may or may not be the best options.

7 – Team Management and Performance Tools – Leading a Nonprofit Organization

I nterpersonal relationships — How do the team members get along? The structure of the model resembles the path of a bouncing ball.

As a team moves into stages toward the bottom of the diagram the middle stagesthere are more constraints. You need Adobe Flash Player to view some content on this site. Both models present logical approaches to getting the most out of your work with a team. Developed by Allan Drexler, David Sibbet, and Russ Forrester, this model comprises seven stages to help optimize the workflow of a team effort: This is also a good time to address any conflict between individual and organizational goals.


Goals are set, and some things end up being included, while others do not. Often the goal of a leader is to gather the working parts of an organization, team, or project to form a cohesive unit and achieve a common goal. This chapter will characterize the stages of each model and explain how the two prescribed models can help optimize the workflow of a team effort. Implementation The implementation stage is dominated by timing and scheduling. If your work here remains unresolved, some team members may disown individual responsibility for the success of the team by going along with the preferences of others, while others may attack proposed courses of action without offering any feasible alternatives.

What is its core mission? There are a variety of models that have been designed to help manage teams and plan projects.

Drexler/Sibbet Team Performance model

When team members are unable to envision a role for themselves, they often feel anxious and distance themselves from the group. The GRPI model suggests that teams and their leaders will function most effectively if they address the four stages of planning in the order they are listed in the acronym, as follows: G oals — What is the team going to accomplish?

Another tool that may prove helpful in planning projects is GRPI — an acronym for goals, roles, process, and interpersonal drexler-sjbbet.


Some disagreement can happen during this stage, so it is important to make sure that everyone is on the same page before proceeding. Deexler-sibbet stage is identified by the primary question of concern for team members when they are in that phase.

Commitment This stage comprises the most constraining work the team will face during the entire process. R oles — Who will do what on the team?

This can be achieved with online project management tools, flowcharts, or work plans. The model is designed to drexler-sjbbet workflow and team performance rather drexelr-sibbet restrict the team to a fixed set of rules. Are the roles and responsibilities clear? The GRPI model is a simple but effective way to plan projects.

When in the stages toward the top of the diagram the beginning and endteams will often feel a greater sense of freedom — the orientation and renewal stages provide opportunities for limitless potential and possibility. You may cycle back through earlier stages of the process as your team encounters unforeseen obstacles and works to find its groove.