What is Teamability?

This is completely new technology for selecting, developing,
managing, and motivating people and teams.

What is Teamability?

This is completely new technology for selecting, developing,
managing, and motivating people and teams.

Teamability concepts come from physics and systems theory,
and its methods are based on a unified field theory of how people operate in their world. Teamability is a fully-integrated path from measuring and understanding people and teams in new ways, to greater success in leadership and decision-making.

The online Teamability® exercise elicits and measures two different modes of teaming: person-to-person (P2P), and person-to-team (P2T).  And because the results are based in complex, holistic measures, Teamability offers a new vocabulary and entirely new methods for understanding, planning, and maintaining resilient, high-performing team structures that are tailored for a specific mission.
Different people team differently.
Different leaders lead differently.
Different teams need different ways of teaming

Different people
team differently.
________

Different leaders
lead differently.

________

Different teams need
different ways of teaming.

For more details about Teamability, click through the tabs below:

For more details about Teamability, click through the tabs below:

Productivity – Manufacturing

Problem: The transition from standard workstation manufacturing processes to ‘lean’ manufacturing was failing, with potential to seriously disrupt business operations and sales.

Result: Teamability was used to establish Role-fit and Team-fit standards. Some employees who had done well at a workstation were not well-suited to the team collaboration that is required by the lean manufacturing approach. Realigning people with work activity that was a better fit resolution in performance and quality improvements that surpassed all expectations.

____

Post-Merger Resilience – FDA Med Devices

Problem: Post-merger integration of the team seemed to be in good shape, until the product sales began to take off, and all manner of trouble ensued. The CEO engaged TGI to evaluate his management team, which was straining to keep up with the demands of growth and rapid change.

Results: Various strengths and weaknesses in the collaborative structure of the team were revealed and addressed, according the the observations and action steps in the Team Analysis Report. They included:

• Simply improving Role-fit and Team-fit would solve multiple issues.
• The job responsibilities of Managers were a good match for their Role.
• Two team members were not well-suited to the business’ high-stress environment. Coaching in stress management reduced problematic stress-induced behaviors
• One key Role (Communicator) was missing from the team, and a Communicator with excellent essential training and experience was found.

In an all-hands meeting, TGI educated the team in the concepts of Role-fit, Team-fit, Role-pairing, and Role-respect. Role-pairs on the team were identified and encouraged to work more closely with their Role-partner, which naturally generates positive chemistry.
With company growth accelerating to 78%/year, team interaction issues have been resolved, and the quality of collaboration, job satisfaction, and team synergy has improved significantly. In addition, Amendia has adopted Teamability for screening and hiring.

____

Selection/Retention – Mining & MFG 

Problem: Frequent new-hire turnover in a fast-growing company. Also, escalating performance problems in a newly acquired business unit.

Results: Team Analysis guided changes in the operations management group, quickly resolving team performance issues. Meanwhile, adding Teamability to existing selection and hiring processes reduced the company’s new-hire turnover rate of 30% to Zero%, where it remained for 2½ years, as the workforce grew by 500+ people.

Preferred is deploying Teamability Playbook management methods through training at the management, executive, and C-level ranks.

“Teamability is an invaluable resource. The reports are especially helpful as we work to understand individual team members and the team as a whole. We use Teamability to focus natural talents and Roles to achieve operational goals. Thank you, Dr. Janice!”

-Jonathan Barnes
CEO, Staffing As A Mission

“I read my Teamability Leader’s Playbook yesterday and could not be more thrilled. It is the ultimate reference guide. This will literally save years of trial and error, learning what makes my people tick and how to get the most out of them. Now I can skip the chase and get on with the business of being in business. Thank you, a million times over!”

– Paul Johnson
Director of Logistics, Blacklidge Emulsions, Inc.

“Teamability has the potential to minimize friction within a company, enabling teams to solve problems and build internal resilience. If you are a leader, you simply must see what this technology can do to propel you forward, faster.”

– Natalie Neelan
Business Innovation Strategy Consultant, Highmark

Origins of Teamability

In 1984, two behavioral scientists – Dr. Janice Presser and Dr. Jack Gerber – set out to find an answer to the question “What really happens when people ‘team’ together?” Twenty‐five years of research and testing, including nine years of software development, produced a technology engineered to identify and organize the ways in which people interact in teams.

This completely new ‘technology of teaming’ arose from physics and systems theory, not from personality, IQ, or ‘strengths’ testing, or from any other familiar tools or methods. The focus on physical properties and processes enabled Drs. Presser and Gerber to codify some very useful – and practical – elements of teaming and team management. They include:

Role: a person’s affinity for specific modes of service to the needs of a team
Coherence: expressed as positive, flexible, constructive teaming behaviors under varying conditions of stress and ambiguity
Teaming Characteristics: individual styles of responding and relating to others, subject to situational context
Role‐respect: the unique manner in which people of different Roles experience appreciation and respect, used in management to build trust and team stability
Role‐pairing: known, replicable synergies between specific Roles, which improve resilience and team chemistry
Role‐fit: an appropriate match between a person’s Role and their assigned set of job responsibilities, raising individual performance and engagement
Team‐fit: structuring a team to include the Roles that are best‐fit to the team’s mission, to optimize overall team performance

Formal research and field validation studies were conducted over a period of ten years, through three separate iterations of design and development. Each iteration produced reports that described the actual workplace behavior of participants in greater detail, and with extraordinarily high levels of predictive accuracy.  As time passed, teaming technology and the Role‐based approach to team management gradually merged into the single, simple concept of Teamability.

A most important aspect of Teamability is its success in producing measurable business value. One compelling example is documented by a SuperNova® prize for emerging technology, awarded by Constellation Research in 2011 to Preferred Sands – a $1 billion firm based near Philadelphia, PA. Team performance issues were quickly resolved through Team Analysis, and adding Teamability to existing selection procedures virtually eliminated the company’s 30% rate of new-hire turnover. Business benefits have been further verified by the experiences and testimonials of managers, executives, and business owners in various market segments and functional areas of business, from startups to giant corporations and institutions.

Teamability:

•  the ability to connect with others to form collaborative team relationships
•  the ability to communicate in a coherent manner with the intent to advance the team’s mission
•  the most prominent characteristic of overall team performance
•  a set of predictive metrics encompassing person-to-person (P2P) teaming, and person-to-team (P2T) synergies
•  a portfolio of new methods for selecting, developing, managing, and motivating individuals and teams

The Gabriel Institute was founded in 2001 to support ongoing evolution of the technology. Limited online use began in 2009, and general availability launched late in 2012. By the end of 2013, Teamability had matured into a comprehensive suite of teaming analytics and management methods, used by 300+ corporate, institutional, and non‐profit organizations worldwide.

Download “Origins” Info Page

You may not be aware of the details, but you do have a natural, preferred way of serving the needs of a team. Completing a Teamability experience enables a Self-Coaching report to be created that is unique – exclusively about you. All of the contents will be positive and constructive, because Teamability is based on the knowledge that you will be happier and more productive when doing more of what you do best, while trusting others to do more of what they do best. This principle is key to people working successfully in teams, to achieve common goals.

Teamability explains, in a simple, structured way, how the different ‘Roles’ (ways of contributing) on a team interact with each other. In your Teamability report, you’ll find a link to a web page that describes all ten of the Roles. Read about them to learn how the team contributions of other Roles differ from, and add to, your own.

A group of people become a team when they have a common goal.

Great teaming happens when people team well with each other,

and also with the mission of the team.

Productivity – Manufacturing

Problem: The transition from standard workstation manufacturing processes to ‘lean’ manufacturing was failing, with potential to seriously disrupt business operations and sales.

Result: Teamability was used to establish Role-fit and Team-fit standards. Some employees who had done well at a workstation were not well-suited to the team collaboration that is required by the lean manufacturing approach. Realigning people with work activity that was a better fit resolution in performance and quality improvements that surpassed all expectations.

____

Post-Merger Resilience – FDA Med Devices

Problem: Post-merger integration of the team seemed to be in good shape, until the product sales began to take off, and all manner of trouble ensued. The CEO engaged TGI to evaluate his management team, which was straining to keep up with the demands of growth and rapid change.

Results: Various strengths and weaknesses in the collaborative structure of the team were revealed and addressed, according the the observations and action steps in the Team Analysis Report. They included:

• Simply improving Role-fit and Team-fit would solve multiple issues.
• The job responsibilities of Managers were a good match for their Role.
• Two team members were not well-suited to the business’ high-stress environment. Coaching in stress management reduced problematic stress-induced behaviors
• One key Role (Communicator) was missing from the team, and a Communicator with excellent essential training and experience was found.

In an all-hands meeting, TGI educated the team in the concepts of Role-fit, Team-fit, Role-pairing, and Role-respect. Role-pairs on the team were identified and encouraged to work more closely with their Role-partner, which naturally generates positive chemistry.
With company growth accelerating to 78%/year, team interaction issues have been resolved, and the quality of collaboration, job satisfaction, and team synergy has improved significantly. In addition, Amendia has adopted Teamability for screening and hiring.

____

Selection/Retention – Mining & MFG 

Problem: Frequent new-hire turnover in a fast-growing company. Also, escalating performance problems in a newly acquired business unit.

Results: Team Analysis guided changes in the operations management group, quickly resolving team performance issues. Meanwhile, adding Teamability to existing selection and hiring processes reduced the company’s new-hire turnover rate of 30% to Zero%, where it remained for 2½ years, as the workforce grew by 500+ people.

Preferred is deploying Teamability Playbook management methods through training at the management, executive, and C-level ranks.

“Teamability is an invaluable resource. The reports are especially helpful as we work to understand individual team members and the team as a whole. We use Teamability to focus natural talents and Roles to achieve operational goals. Thank you, Dr. Janice!”

-Jonathan Barnes
CEO, Staffing As A Mission

“I read my Teamability Leader’s Playbook yesterday and could not be more thrilled. It is the ultimate reference guide. This will literally save years of trial and error, learning what makes my people tick and how to get the most out of them. Now I can skip the chase and get on with the business of being in business. Thank you, a million times over!”

– Paul Johnson
Director of Logistics, Blacklidge Emulsions, Inc.

“Teamability has the potential to minimize friction within a company, enabling teams to solve problems and build internal resilience. If you are a leader, you simply must see what this technology can do to propel you forward, faster.”

– Natalie Neelan
Business Innovation Strategy Consultant, Highmark

Origins of Teamability

In 1984, two behavioral scientists – Dr. Janice Presser and Dr. Jack Gerber – set out to find an answer to the question “What really happens when people ‘team’ together?” Twenty‐five years of research and testing, including nine years of software development, produced a technology engineered to identify and organize the ways in which people interact in teams.

This completely new ‘technology of teaming’ arose from physics and systems theory, not from personality, IQ, or ‘strengths’ testing, or from any other familiar tools or methods. The focus on physical properties and processes enabled Drs. Presser and Gerber to codify some very useful – and practical – elements of teaming and team management. They include:

Role: a person’s affinity for specific modes of service to the needs of a team
Coherence: expressed as positive, flexible, constructive teaming behaviors under varying conditions of stress and ambiguity
Teaming Characteristics: individual styles of responding and relating to others, subject to situational context
Role‐respect: the unique manner in which people of different Roles experience appreciation and respect, used in management to build trust and team stability
Role‐pairing: known, replicable synergies between specific Roles, which improve resilience and team chemistry
Role‐fit: an appropriate match between a person’s Role and their assigned set of job responsibilities, raising individual performance and engagement
Team‐fit: structuring a team to include the Roles that are best‐fit to the team’s mission, to optimize overall team performance

Formal research and field validation studies were conducted over a period of ten years, through three separate iterations of design and development. Each iteration produced reports that described the actual workplace behavior of participants in greater detail, and with extraordinarily high levels of predictive accuracy.  As time passed, teaming technology and the Role‐based approach to team management gradually merged into the single, simple concept of Teamability.

A most important aspect of Teamability is its success in producing measurable business value. One compelling example is documented by a SuperNova® prize for emerging technology, awarded by Constellation Research in 2011 to Preferred Sands – a $1 billion firm based near Philadelphia, PA. Team performance issues were quickly resolved through Team Analysis, and adding Teamability to existing selection procedures virtually eliminated the company’s 30% rate of new-hire turnover. Business benefits have been further verified by the experiences and testimonials of managers, executives, and business owners in various market segments and functional areas of business, from startups to giant corporations and institutions.

Teamability:

•  the ability to connect with others to form collaborative team relationships
•  the ability to communicate in a coherent manner with the intent to advance the team’s mission
•  the most prominent characteristic of overall team performance
•  a set of predictive metrics encompassing person-to-person (P2P) teaming, and person-to-team (P2T) synergies
•  a portfolio of new methods for selecting, developing, managing, and motivating individuals and teams

The Gabriel Institute was founded in 2001 to support ongoing evolution of the technology. Limited online use began in 2009, and general availability launched late in 2012. By the end of 2013, Teamability had matured into a comprehensive suite of teaming analytics and management methods, used by 300+ corporate, institutional, and non‐profit organizations worldwide.

Download “Origins” Info Page

You may not be aware of the details, but you do have a natural, preferred way of serving the needs of a team. Completing a Teamability experience enables a Self-Coaching report to be created that is unique – exclusively about you. All of the contents will be positive and constructive, because Teamability is based on the knowledge that you will be happier and more productive when doing more of what you do best, while trusting others to do more of what they do best. This principle is key to people working successfully in teams, to achieve common goals.

Teamability explains, in a simple, structured way, how the different ‘Roles’ (ways of contributing) on a team interact with each other. In your Teamability report, you’ll find a link to a web page that describes all ten of the Roles. Read about them to learn how the team contributions of other Roles differ from, and add to, your own.

A group of people become a team when they have a common goal.

Great teaming happens when people team well with each other,

and also with the mission of the team.