www.teambuilders.com<br />
3<br />  Third Edition<br />The balance of Task, People and Processes<br />
Results prepared for:<br />SAMPLE PROFILE<br />
Reliability<br />
Team Stages of Development<br />High      Process<br />                 “How we do it”<br />High<br />Relationships<br /> ...
Team Stages of Development<br />High      Process<br />                 “How we do it”<br />Tuckman Model<br />High<br />R...
Team Stages of Development<br />High      Process<br />                 “How we do it”<br />High<br />Relationships<br /> ...
Questioning
Cautious
Establish belonging
Politeness
Looking for guidance and direction from leadership</li></ul>FORMING<br />DEPENDENCY<br />LowTask:  “What We Do”High<br />
Team Stages of Development<br />High      Process<br />                 “How we do it”<br />High<br />Relationships<br /> ...
Nonaligned goals
Confusion and inept feelings
Political behavior
Silos or camps
Non closure
Lack of Communication
Competitive</li></ul>STORMING<br />CONFLICT<br />LowTask:  “What We Do”High<br />
Team Stages of Development<br />High      Process<br />                 “How we do it”<br />High<br />Relationships<br /> ...
Team Stages of Development<br />High      Process<br />                 “How we do it”<br />High<br />Relationships<br /> ...
Not the right people
Lets call it a day</li></ul>CONFLICT<br />LowTask:  “What We Do”High<br />
Team Stages of Development<br />UNHEALTHY CONFLICT<br />High      Process<br />                 “How we do it”<br />High<b...
I did my job
Productive with restricted quality</li></ul>CONFLICT<br />LowTask:  “What We Do”High<br />
Team Stages of Development<br />UNHEALTHY CONFLICT<br />High      Process<br />                 “How we do it”<br />High<b...
Polite
Non-productive</li></ul>CONFLICT<br />LowTask:  “What We Do”High<br />
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Five Star TPI

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TeamBuilders WorldWide offers training and development programs that help organizations improve team and leadership dynamics and realize their high-performance potential. The FiveSTAR Team Performance is just one of several tools used by TBW to tailor a results driven program for global businesses.

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Five Star TPI

  1. 1. www.teambuilders.com<br />
  2. 2.
  3. 3. 3<br /> Third Edition<br />The balance of Task, People and Processes<br />
  4. 4. Results prepared for:<br />SAMPLE PROFILE<br />
  5. 5. Reliability<br />
  6. 6. Team Stages of Development<br />High Process<br /> “How we do it”<br />High<br />Relationships<br /> “People”<br /> Low<br />SYNERGISTIC<br />COHESIVE<br />CONFLICT<br />DEPENDENCY<br />LowTask: “What We Do”High<br />
  7. 7. Team Stages of Development<br />High Process<br /> “How we do it”<br />Tuckman Model<br />High<br />Relationships<br /> “People”<br /> Low<br />PERFORMING<br />NORMING<br />STORMING<br />FORMING<br />SYNERGISTIC<br />COHESIVE<br />CONFLICT<br />DEPENDENCY<br />LowTask: “What We Do”High<br />
  8. 8. Team Stages of Development<br />High Process<br /> “How we do it”<br />High<br />Relationships<br /> “People”<br /> Low<br /><ul><li>Anxiety
  9. 9. Questioning
  10. 10. Cautious
  11. 11. Establish belonging
  12. 12. Politeness
  13. 13. Looking for guidance and direction from leadership</li></ul>FORMING<br />DEPENDENCY<br />LowTask: “What We Do”High<br />
  14. 14. Team Stages of Development<br />High Process<br /> “How we do it”<br />High<br />Relationships<br /> “People”<br /> Low<br /><ul><li>Disagreement/resistance
  15. 15. Nonaligned goals
  16. 16. Confusion and inept feelings
  17. 17. Political behavior
  18. 18. Silos or camps
  19. 19. Non closure
  20. 20. Lack of Communication
  21. 21. Competitive</li></ul>STORMING<br />CONFLICT<br />LowTask: “What We Do”High<br />
  22. 22. Team Stages of Development<br />High Process<br /> “How we do it”<br />High<br />Relationships<br /> “People”<br /> Low<br />This is a critical stage in a teams development. It basically takes one of four courses:<br />CONFLICT<br />LowTask: “What We Do”High<br />
  23. 23. Team Stages of Development<br />High Process<br /> “How we do it”<br />High<br />Relationships<br /> “People”<br /> Low<br />Restructure/disband<br /><ul><li>It was a bad idea
  24. 24. Not the right people
  25. 25. Lets call it a day</li></ul>CONFLICT<br />LowTask: “What We Do”High<br />
  26. 26. Team Stages of Development<br />UNHEALTHY CONFLICT<br />High Process<br /> “How we do it”<br />High<br />Relationships<br /> “People”<br /> Low<br />“Task Driven”<br /><ul><li>Wasn’t me
  27. 27. I did my job
  28. 28. Productive with restricted quality</li></ul>CONFLICT<br />LowTask: “What We Do”High<br />
  29. 29. Team Stages of Development<br />UNHEALTHY CONFLICT<br />High Process<br /> “How we do it”<br />High<br />Relationships<br /> “People”<br /> Low<br />“People Driven”<br /><ul><li>Non-confrontational
  30. 30. Polite
  31. 31. Non-productive</li></ul>CONFLICT<br />LowTask: “What We Do”High<br />
  32. 32. Team Stages of Development<br />High Process<br /> “How we do it”<br />High<br />Relationships<br /> “People”<br /> Low<br />“People Driven”<br /><ul><li>Non-confrontational
  33. 33. Polite
  34. 34. Non-productive</li></ul>SYNERGISTIC<br />COHESIVE<br />“Task Driven”<br /><ul><li>Wasn’t me
  35. 35. I did my job
  36. 36. Productive with restricted quality</li></ul>CONFLICT<br />DEPENDENCY<br />LowTask: “What We Do”High<br />
  37. 37. Team Stages of Development<br />High Process<br /> “How we do it”<br />High<br />Relationships<br /> “People”<br /> Low<br />“People Driven”<br /><ul><li>Non-confrontational
  38. 38. Polite
  39. 39. Non-productive</li></ul>SYNERGISTIC<br />COHESIVE<br />“Task Driven”<br /><ul><li>Wasn’t me
  40. 40. I did my job
  41. 41. Productive with restricted quality</li></ul>CONFLICT<br />DEPENDENCY<br />LowTask: “What We Do”High<br />
  42. 42. Dislocated/Fractured Team<br />Much like with any joint or bone in our body a team can become injured.<br /> <br />A dislocated shoulder for example. It’s extremely painful and awkward. It clearly is not where it belongs. A doctor resets it back in place where it belongs, but boy was there a lot of damage as a result. Muscle, ligaments, maybe even some nerve damage that all needs time to heal.<br />Teams are the same way. They try to skip the Conflict Stage, something eventually happens that “resets” it, but again, there was a lot of damage done. A dislocated or fractured team suffers through:<br /><ul><li>Trust issues (mostly)
  43. 43. Confidence issues
  44. 44. Communication issues
  45. 45. Commitment issues</li></ul>…that all needs time to heal.<br /> <br />
  46. 46. Team Stages of Development<br />High Process<br /> “How we do it”<br />High<br />Relationships<br /> “People”<br /> Low<br />Work through it<br /><ul><li>People speak their minds
  47. 47. Disagreement, which allows members to see things in a different light
  48. 48. The diversity becomes an asset
  49. 49. Commitment is stronger</li></ul>CONFLICT<br />LowTask: “What We Do”High<br />
  50. 50. Team Stages of Development<br />High Process<br /> “How we do it”<br />High<br />Relationships<br /> “People”<br /> Low<br />NORMING<br />COHESIVE<br /><ul><li>Respectful
  51. 51. Sense of Team
  52. 52. Open feedback
  53. 53. Norms are established
  54. 54. Trusting
  55. 55. Supportive
  56. 56. Progress/success</li></ul>LowTask: “What We Do”High<br />
  57. 57. Team Stages of Development<br />High Process<br /> “How we do it”<br />High<br />Relationships<br /> “People”<br /> Low<br />PERFORMING<br />SYNERGISTIC<br /><ul><li>Vulnerable
  58. 58. Shared leadership
  59. 59. Clear roles with accumulative impact
  60. 60. Candor
  61. 61. Pride
  62. 62. Successfully achieving objectives
  63. 63. High quality standards</li></ul>LowTask: “What We Do”High<br />
  64. 64. Core Competencies of Teams<br />High Process<br /> “How we do it”<br />High<br />Relationships<br /> “People”<br /> Low<br />TRUST<br />COMMUNICATION<br />VISION<br />ROLE CLARITY<br />LowTask: “What We Do”High<br />
  65. 65. Team Performance<br />IMPACTFUL ROLE CLARITY<br /><ul><li>Job functions are clear.
  66. 66. The chain of command is clear.
  67. 67. Team members are clear of each </li></ul> others jobs & accountabilities.<br /><ul><li> Accumulative Impact is </li></ul> understood.<br /><ul><li>How job functions impact the</li></ul> vision is understood. <br /><ul><li>I’m responsible for that?
  68. 68. Who am I answering to?
  69. 69. Who’s job is this and why </li></ul> are you here? <br /><ul><li>I did my job, it’s your </li></ul> problem now.<br /><ul><li>Check in the box work.</li></li></ul><li>Team Performance<br />MOTIVATING VISION<br /><ul><li>A sense of purpose.
  70. 70. The “why’s” of our business.
  71. 71. Appeals to our ideals, hopes</li></ul> and dreams for our future. <br /><ul><li>Self actualization.
  72. 72. Inspiring and uplifting.
  73. 73. Check in the box work.
  74. 74. How do I make a difference</li></ul> when this is all I do?<br /><ul><li>How is this enriching my life?
  75. 75. Survival.
  76. 76. It’s just a job.</li></li></ul><li>Team Performance<br />EFFECTIVE COMMUNICATION<br /><ul><li>Seek and share information.
  77. 77. Inspect VS Expect.
  78. 78. Efficient.
  79. 79. Open & honest.
  80. 80. Not afraid of conflict.
  81. 81. Keep it close to the vest.
  82. 82. I assumed you understood.
  83. 83. I sent you an email last month.
  84. 84. Guarded.
  85. 85. Bobble-head meetings.</li></li></ul><li>Team Performance<br />INTELLECTUAL TRUST<br /><ul><li>Vulnerable.
  86. 86. Candid and direct.
  87. 87. Expose mishaps, fears and</li></ul> disagreements. <br /><ul><li>Will ask for and accept help.
  88. 88. True to thy self.
  89. 89. Fully armored.
  90. 90. Filtered.
  91. 91. When did that happen?
  92. 92. Perceived as weakness.
  93. 93. Political behavior.</li></li></ul><li>
  94. 94. Statistical <br />Medians 3.20 2.80 2.60 2.40 3.00<br />
  95. 95. Team’s Motivational Commitment Level<br />High Process<br /> “How we do it”<br /><ul><li>Onboard with decisions.
  96. 96. Leaving meetings fully aligned.
  97. 97. Actions, decisions and behaviors are about the team.
  98. 98. Total commitment to one another.
  99. 99. Motivated and energized.</li></ul>High<br />Relationships<br /> “People”<br /> Low<br />4.550<br />LowTask: “What We Do”High<br />
  100. 100.
  101. 101. Describing Univariate Data<br /><ul><li>The Mean is the sum of all the scores divided by the number of scores-the averages
  102. 102. The Median is the middle of a distribution: half the scores are above the median and half are below the median. The median is less sensitive to extreme scores.
  103. 103. Variance is a measure of how spread out a distribution is.
  104. 104. Standard Deviation is the most commonly used measure of variance. It is the most commonly used measure of spread.</li></li></ul><li>Reliability<br />Reliability<br />Reliability is how consistently an instrument measures what it attempts to measure. When we measure something with an instrument two times, we want it to come out with the same answers (or close to it) both times. With the FiveStar TPI® instrument, for example, if a group took the instrument twice without any intervention or performance planning, we would want them to come out in the same stage of development with similar core competency scores both times they take it (this is test-retest reliability)<br /> <br />There is also a kind of reliability that addresses the degree to which someone answers questions consistently on any given scale on the same taking of the instrument. This is called internal consistency reliability. The range, for example, helps TeamBuilders practitioners determine how much “static” there is within a group. The tighter the range the less &quot;static&quot; there is in the measurement process.<br /> <br />
  105. 105. Validity<br />Validity<br />Validity is the degree to which an instrument measures what it intends to measure, and the degree to which the “stuff&quot; that the instrument measures has meaning. The FiveStar TPI® is intended to understand and predict a group’s stage of development, core competencies and the behaviors associated with them. <br />The FiveStar TPI® is a test-retest but we are not looking for thereliability of consistency, yet the self-validation of increasing and decreasing numbers in respective categories. Performance strategies indicate desired outcomes and the multiple administration of The FiveStar TPI® addresses the issues of validity and the question, &quot;Is this stuff real?&quot; <br />Remember, validity is the degree to which an instrument measures what it intends to measure. By enhanced team performance scores in relationship to goals is self validating.<br />

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