Team Building: Developing High Performance Teams

Team Norms and the TORI Model Every team develops norms — the unwritten rules that govern how members behave. Whether or not your team has formally discussed them, norms already exist. If meetings consistently start late, team members will adjust and arrive late. If one member shares materials in advance and others appreciate it, that behaviour becomes the standard. Norms can be **positive**, such as everyone arriving on time and coming prepared. They can also be **counterproductive**, such as excessive side conversations that derail meetings. As a leader, you have the opportunity — and the responsibility — to shape your team's norms intentionally by establishing ground rules early in the team's formation. The TORI Team Building Model Originally developed by Jack and Lorraine Gibb in 1978, the TORI model identifies four foundational principles that underpin effective team building: **T — Trust**: Interpersonal confidence and the absence of fear. Team members feel safe to speak up, take risks, and be honest. **O — Openness**: A free flow of information, ideas, perceptions, and feelings. People share what they know and feel without fear of judgment. **R — Realization**: Self-determination and the freedom to do meaningful work. Members feel empowered to act in alignment with their strengths. **I — Interdependence**: Reciprocal influence, shared responsibility, and co-leadership. The team functions as a whole greater