five star tpi
DESCRIPTION
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.TRANSCRIPT
www.teambuilders.com
3
Third Edition
The balance of Task, People and Processes
Results prepared for:
SAMPLE PROFILE
Low Task: “What We Do” High
High
Relationships “People”
Low
High Process “How we do it”
Team Stages of Development
COHESIVE
DEPENDENCY
CONFLICT
SYNERGISTIC
Low Task: “What We Do” High
High
Relationships “People”
Low
High Process “How we do it”
Team Stages of Development
COHESIVE
DEPENDENCY
CONFLICT
SYNERGISTIC
FORMING
STORMING
NORMING
PERFORMING
Tuckman Model
Low Task: “What We Do” High
High
Relationships “People”
Low
High Process “How we do it”
Team Stages of Development
DEPENDENCY
• Anxiety• Questioning• Cautious • Establish belonging• Politeness• Looking for guidance
and direction from leadership
FORMING
Low Task: “What We Do” High
High
Relationships “People”
Low
High Process “How we do it”
Team Stages of Development
CONFLICT
• Disagreement/resistance• Nonaligned goals• Confusion and inept
feelings• Political behavior• Silos or camps• Non closure• Lack of Communication• Competitive
STORMING
Low Task: “What We Do” High
High
Relationships “People”
Low
High Process “How we do it”
Team Stages of Development
CONFLICT This is a critical stage in a teams development. It basically takes one of four courses:
Low Task: “What We Do” High
High
Relationships “People”
Low
High Process “How we do it”
Team Stages of Development
CONFLICTRestructure/disband
• It was a bad idea• Not the right people• Lets call it a day
Low Task: “What We Do” High
High
Relationships “People”
Low
High Process “How we do it”
Team Stages of Development
CONFLICT“Task Driven”•Wasn’t me•I did my job•Productive with restricted quality
UNHEALTHY CONFLICT
Low Task: “What We Do” High
High
Relationships “People”
Low
High Process “How we do it”
Team Stages of Development
CONFLICT
“People Driven”•Non-confrontational•Polite•Non-productive
UNHEALTHY CONFLICT
Low Task: “What We Do” High
High
Relationships “People”
Low
High Process “How we do it”
Team Stages of Development
SYNERGISTIC
COHESIVE
CONFLICT
DEPENDENCY
“Task Driven”•Wasn’t me•I did my job•Productive with restricted quality
“People Driven”•Non-confrontational•Polite•Non-productive
Low Task: “What We Do” High
High
Relationships “People”
Low
High Process “How we do it”
Team Stages of Development
SYNERGISTIC
COHESIVE
CONFLICT
DEPENDENCY
“Task Driven”•Wasn’t me•I did my job•Productive with restricted quality
“People Driven”•Non-confrontational•Polite•Non-productive
Dislocated/Fractured TeamMuch like with any joint or bone in our body a team can become injured. 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.
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:
• Trust issues (mostly)• Confidence issues• Communication issues• Commitment issues
…that all needs time to heal.
Low Task: “What We Do” High
High
Relationships “People”
Low
High Process “How we do it”
Team Stages of Development
CONFLICTWork through it
• People speak their minds• Disagreement, which
allows members to see things in a different light
• The diversity becomes an asset
• Commitment is stronger
Low Task: “What We Do” High
High
Relationships “People”
Low
High Process “How we do it”
Team Stages of Development
COHESIVE
• Respectful• Sense of Team• Open feedback• Norms are established• Trusting• Supportive• Progress/success
NORMING
Low Task: “What We Do” High
High
Relationships “People”
Low
High Process “How we do it”
Team Stages of Development
SYNERGISTIC
• Vulnerable• Shared leadership• Clear roles with
accumulative impact• Candor• Pride• Successfully achieving
objectives• High quality standards
PERFORMING
Low Task: “What We Do” High
High
Relationships “People”
Low
High Process “How we do it”
Core Competencies of Teams
COMMUNICATION
ROLE CLARITY
VISION
TRUST
IMPACTFUL ROLE CLARITY
•Job functions are clear.•The chain of command is clear.•Team members are clear of each
others jobs & accountabilities.• Accumulative Impact is
understood.•How job functions impact the
vision is understood.
•I’m responsible for that? •Who am I answering to? •Who’s job is this and why
are you here? •I did my job, it’s your
problem now.
•Check in the box work.
Team Performance
MOTIVATING VISION
•A sense of purpose.•The “why’s” of our business.
•Appeals to our ideals, hopes
and dreams for our future. •Self actualization.•Inspiring and uplifting.
•Check in the box work.•How do I make a difference
when this is all I do?•How is this enriching my life?
•Survival.•It’s just a job.
Team Performance
EFFECTIVE COMMUNICATION
•Seek and share information.•Inspect VS Expect.•Efficient. •Open & honest.•Not afraid of conflict.
•Keep it close to the vest.•I assumed you understood.•I sent you an email last month.•Guarded.•Bobble-head meetings.
Team Performance
INTELLECTUAL TRUST
•Vulnerable.•Candid and direct.•Expose mishaps, fears and
disagreements. •Will ask for and accept help.•True to thy self.
•Fully armored.•Filtered.•When did that happen?•Perceived as weakness.•Political behavior.
Team Performance
Low Task: “What We Do” High
High
Relationships “People”
Low
High Process “How we do it”
Team’s Motivational Commitment Level
4.550
•Onboard with decisions.•Leaving meetings fully aligned.•Actions, decisions and behaviors are about the team. •Total commitment to one another.•Motivated and energized.
Stage Four
accumulative
Impact
Motivating Open & Honest
Able to be Vulnerable
Stage Three
Defined
ClearlyUnderstood More Open Respectful
Stage TwoCompetitiv
eQuestioning
Confrontational/Polite Guarded
Stage OneUncertainty Unclear
One-Way Path of
InformationCautious
Synergistic
Cohesion
Conflict
Dependen
cy
Role Clarity Vision Communication Trust
•The Mean is the sum of all the scores divided by the number of scores-the averages
•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.
•Variance is a measure of how spread out a distribution is.
•Standard Deviation is the most commonly used measure of variance. It is the most commonly used measure of spread.
Describing Univariate Data
ReliabilityReliability
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) 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 "static" there is in the measurement process.
ValidityValidity
Validity is the degree to which an instrument measures what it intends to measure, and the degree to which the “stuff" 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.
The FiveStar TPI® is a test-retest but we are not looking for the reliability 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, "Is this stuff real?"
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.