Today, she presents the final three stages, along with an infographic of the process. CPC , which is focused on propelling organizations toward higher performance. In her years working for corporate, government, and nonprofit organizations, Parker has developed a broad range of skills resulting in a systems-based approach to project management and organizational development. Unlimited employee HR training —one low cost, no setup, no software to install. So, what stage is your team in?

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Real-life processes are to these models as musical compositions are to the keyboards that generate them. The Communities of Practice Model was created in collaboration with the US Navy to support internal learning networks. It is an application of the Arthur M. Young Theory of Process. I studied with Arthur M. In I was given the first Arthur M.

Young Award for practical application of the Theory of Process by the Anodos Foundation, the steward of his journals and writing.

This theory has animated The Grove and my work since becoming familiar with it. At the end of the Clinton administration the U. Technology research from IFTF was blended with input from two focus groups with educational thought leaders to create this map.

The map was designed in layers with the silhouettes along the bottom representing various classes of stakeholders. The bubbles above the horizon depict stories about possible uses of these technologies. Half the bubble is a real story; the bottom half is a projection of what is possible. Yosemite National Park is one of the jewels in the U. National Parks System. In , with 4 million visitors a year, demand for park access was increasing while sources were shrinking.

The park was very clear on its overall mission and general plan, but deciding on priorities for the near term five years had become essential. He understood the power of strategic visioning using visualization. They also brainstormed possible visualization concepts. Don then involved his three dozen branch chiefs in a second meeting to refine the vision and sign up for work on more detailed action plans for the next five years. The group worked both on the items in the emphasis areas and on the specific graphics in the composite picture of Yosemite Valley and its surroundings.

The map went through six versions in the process of getting everyone aligned. His team subsequently created a printed and digital visual plan that included all of the emphasis area action plans and received national attention. The success of this process resulted in similar techniques being used for two big river planning efforts in the park for the Tuolumne and Merced Rivers. It was created in the late s by David Sibbet, before the illustrator programs were robust enough to handle this level of graphics.

Everything was hand-drawn, including the little credit cards. Since all the facts they needed were on the big chart, they could easily focus on the color and texture of their stories. The VISA management loved this history so much they gave a framed version to all of their member banks one Christmas, and they have ordered three extensions of the history over the years.

In , the Garfield Foundation funded twenty-seven non-government organizations and seven foundations in the upper Midwest to collaborate on helping stimulate the renewable energy sector in their region. The group asked The Grove to facilitate four task forces of ten to twelve people each to complete strategic plans for how to clean up old coal, stop new coal, increase energy efficiency and increase renewables.

We also created the final reports. The Renewable Energy Alignment Mapping Project RE-AMP has now grown to more than non-government organizations and 15 foundations working in collaboration with one another across eight states. The Project now supports a digital commons, an annual gathering, a media center, ongoing working groups and a steering committee. In five Midwestern governors signed global-warming accords vowing to reduce pollutants in their states. RE-AMP members were intimately involved in this process.

Saturn management and labor were not in agreement about the vision of Saturn, and he needed a context in which they could work out their differences. Arguing over their history would be a unifying experience he surmised.

A several hour video taped session with about 20 of the founders and two sessions with a small team who could correct facts and tune the messages, resulted in a draft that John could take to his management for approval. When he close the door on the meeting the place erupted, as different graphics provoked memories and arguments.

When the thrashing was over they had a unified vision of their history, and a stronger sense of their future. Saturn commissioned an extension in , an image of which was never taken, unfortunately. As the transformation proceeded, more than a dozen visioning processes were conducted for groups and divisions. The turnaround was successful. NSC also successfully implemented graphic facilitation training within the corporate staff.

When the U. A long map of the total planning process was created to focus these sessions. The map illustrated the entire process through the implementation phase. Four other planning processes running in parallel were also included.

Under the top blue arrow is the NPS operational planning for the group taking over the park. David Sibbet developed the design, then tested the data and design with six Harvard Business School professors.

It shows how complex the environment is for anyone trying to maintain reliable, inexpensive energy. It was a huge act of public responsibility to keep the lights on during all the political and other gyrations swirling around the ISO in those trying times. Yet the medical staff and quality leaders were struggling to understand how they would achieve this. Dozens of well-meaning programs were in place, but overall integration and coordination were lacking.

David Sibbet and a HealthEast leadership team set out on a large-scale mapping process, which led to the creation of a Quality Journey Map. The content of the panoramic image was distilled from the initial three meetings with over five dozen key stakeholders.

Then it was refined by divisional leadership in two dozen subsequent meetings. The Quality Journey Map made it easy for managers to explain how HealthEast began, where it was going, and how it intended to get there in regard to quality. The one picture allowed me to explain in five minutes or an hour, to whatever audience, what was appropriate for them. David Sibbet Process Models. Process Models. Arthur M. Communities of Practice Model. Strategies for Conflict Facilitation.


The Little Book of Big Management Theories by Dr. Jim McGrath, Dr. Bob Bates

RSS - Posts. RSS - Comments. This is where the Drexler-Sibbet Model comes in. Creating Stages: Encompasses the initial stages of group development as the group forms and works to become a single cohesive unit. Sustaining Stages: After the group adjusts and becomes established the Sustaining Stages begin. The final three stages are contained within this group. Why am I here?

FM 3-21.5 PDF

The Drexler Sibbet Model of High Team Performance: Three Final Stages

Working as a team is how the best organizations operate, yet it can be challenging, especially without a roadmap. The Drexler-Sibbet Team Performance Model provides a step-by-step framework for understanding team development. First, take a look at the following graphic. It shows you the basic model structure. Zoom in for details or read below.


Drexler and Sibbet’s Team Performance Model

Allan Drexler and David Sibbet developed a team performance model framework for understanding team development that has similar concepts to those covered by Tuckman. When a team is forming, there is a predictable progression of concerns and questions that the members have. The questions are typically asked in order even though there might be a little back and forth. The process begins with 4 stages of team creation before moving on to 3 stages of team performance and sustainability.

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