The Drexler-Sibbet Team Performance Model outlines the stages of team development, divided into 'creating' and 'sustaining' phases. The creating stages include orientation, trust building, goal definition, and commitment, while the sustaining stages focus on planning, implementation, and reassessment. Each stage addresses specific team dynamics, such as defining roles and building cohesion, essential for achieving team objectives.

1. Drexler-Sibbet
Team Performance
Model

3. Drexler-Sibbet Groups
Creating Stages
Encompasses the initial stages of
group development as the group
forms and works to become a single
cohesive unit. The first four stages
are contained within the "Creating
Stages" group.
Sustaining Stages
After the group adjusts and becomes
established the Sustaining Stages
begin. The final three stages are
contained within this group.

4. Drexler-Sibbet 7 Stages of Team Development
• Orientation
• Trust Building
• Goal Definition
• Commitment
• Planning
• Implementation
• Reassess and Renew

6. 1. Orientation
Why am I here?
The team may wonder why they
are there and that question is
one that should be answered
early in the group's formation.

7. 2. Trust Building
Who are you?
The team must get to know each
other and learn who they will be
working with and build trust
among the members of the group.

8. 3. Goal Definition
What are we doing?
Informal roles develop and the team should
fall into a pattern of where their skills lie and
only be guided by external leadership
towards that pattern. Conflict naturally arises
as the team figures out their place in the
group.

9. 4. Commitment
How will we do it?
This defines how the team will work
together as a group and how they
proceed to where they can begin to
be their most productive. Conflict
among the team should be reduced.

11. 5. Planning
Who is going to do what?
The team plans the activities
and tasks are assigned or
volunteered for. Planning begins
the transition to completing the
required work.

12. 6. Implementation
Is the team performing?
This is where the work gets
done and ideally, the team is
functioning as a cohesive unit.

13. 7. Reassess and Renew
Do we continue?
Has the group completed objectives
or are the objectives still relevant?
The group identifies what it has
done and if the team's purpose is
completed.

14. Sources
Kumar, S., Deshmukh, V., & Adhish, V. S. (2014). Building and leading teams. Indian journal of community
medicine : official publication of Indian Association of Preventive & Social Medicine, 39(4), 208–213.
doi:10.4103/0970-0218.143020. Retrieved From https://www.ncbi.nlm.nih.gov/pmc/articles/PMC4215500/
Sibbet, D. (1980). Allan Drexler: In Appreciation. Retrieved From https://davidsibbet.com/2017/11/alan-drexler-in-
appreciation/
Joshua Render
https://agile-mercurial.com/
https://twentyfirstcenturyworkforce.com/
https://agile-mercurial.com/2019/06/13/drexler-and-sibbets-team-performance-model/