Drexler/Sibbet Team Performance Model
A seven-stage model describing how groups evolve into effective teams, with each stage defined by a key question and behavioral indicators that signal resolution or conflict.
THE IDEA
The Drexler/Sibbet Team Performance Model
How to Turn a Group into a Team
Allan Drexler, founder of Drexler & Associates, and David Sibbet, a founder of The Grove Consultants International, developed a model of seven stages in a team’s work.
The original diagram is not included in this excerpt. At every stage there is a basic question that we ask ourselves at that point in a project (at the beginning: "Why am I here?"; in the middle: "How will we do it?"; at the end: "Why continue?"), and "keys," which describe team-members' behaviors, and which in turn indicate whether that particular stage has been resolved or not. The keys describe the feelings that we have when we are struggling with a particular stage, as well as the feelings we have once that stage has been successfully completed. For example, "Goal Clarification" is resolved when team members display a shared vision. It may be unresolved if team members show apathy and skepticism, and if so this stage should be revisited. The model encourages teams to revisit unresolved stages, since those issues can resurface later.
If you are leading a team, you should present the team model at the beginning of the project. After the project has started, ask the members of your team at regular intervals:
- How far along (i.e., at which stage of the project) are you?
- What do you need to do to reach the next stage?
If you are unsure about which stage your team is currently at, write down some "keys" for each respective stage (as described in the model), and ask: "Which ones apply to you personally? Which ones apply to you as a team?"
Don't be afraid of stirring up negative feelings among the group. An open conflict is better than one that simmers unresolved through several stages and forces you to address issues during the final stages that should have been dealt with much earlier on.
Beware! Don't try to align your team rigidly to the model. The model is simply an aid to orientation: it is a compass, not a pacemaker.
Groups move forward only when one of the participants dares to take the first step. As leader, you should be prepared to be the first to make mistakes.
See also: Role-playing model
When to use it
During the formation of a cross-functional project team to ensure all members understand their purpose and build trust.
When a team is experiencing conflict or apathy, to diagnose which stage needs to be revisited.
As a regular check-in tool for project managers to assess team progress and address issues proactively.
In leadership training to help new managers understand team dynamics and how to guide groups through stages effectively.
FROM THEORY TO EVERYDAY LIFE
In practice
New Project Kickoff
A software development team is formed for a new product. Initially, members ask 'Why am I here?' (Stage 1: Orientation). The leader uses the model to facilitate discussions about purpose and roles, helping the team progress through stages of trust-building, goal clarification, and commitment before they can effectively execute.
Resolving Team Conflict
A marketing team stuck on a campaign repeatedly disagrees on strategy. The model reveals they skipped the 'Goal Clarification' stage. By revisiting it, they realign on shared objectives, resolve skepticism, and move on to 'Commitment' and 'Implementation.'
A MOMENT TO REFLECT
Put it to work.
Which stage of the Drexler/Sibbet model is your current team experiencing, and what key question are they trying to answer?
Think of a team you have been on that seemed stuck. Which keys (behaviors) were present, and which stage might have been unresolved?
How could you use the model’s questions ('How far along are you? What do you need to reach the next stage?') to improve your next team meeting?
CONTINUE THE CONVERSATION
Source texts
- The Decision Book Fifty Models for Strategic Thinking