Team Relationship Management
Team Relationship Management (TRM) is an approach to improving team effectiveness, engagement, and wellbeing by developing strong, trusting relationships. The design of the TRM architecture has three elements:
- Team Relationship Fundamentals: establishing the clarity of purpose and healthy norms that are critical to a highly-functional culture.
- Inspiring Individual Motivation: understanding the psychological needs that, when met, inspire and energize people to do their best for themselves and the team.
- Team Relationship Coaching: the core leadership practice that drives team effectiveness and well-being.
Using feedback and data analysis about key team member relationships, TRM enables team leaders to understand and influence critical team processes and behaviors.
The TRM concept originated at the intersection of human motivation, employee engagement, and team effectiveness. At its core is the practice of understanding people's experiences versus their expectations. Disparities between people's experiences and expectations harm relationships and diminish performance. Consistently addressing and closing relationship gaps builds the trust that spurs engagement, performance, and satisfaction.
The Relationship Between People's Experiences and Their Expectations
— Alexandra N. 25, UX Designer
— Scott H. 34, Project Lead.
Blending Art and Science
Xmetryx TRM™ tools combine brain science, behavioral science, and insights into the art of coaching team relationships. It is the dynamic between expectation (the circumstances that form a baseline psychological contract) and experience (the contextual and psychological factors that determine need satisfaction and meaningfulness), that predict the strength and course of relationships.
Xmetryx TRM provides leaders with the tools to measure and map experience-expectation gaps and track the results of efforts to close them.
The research foundation underlying Xmetryx TRM tools is broad and deep. It is built upon the four pillars of: Self-Determination Theory (Deci & Ryan, 1985); Engagement Theory (Kahn, 1990); Expectancy Disconfirmation Theory (Oliver, 1977, 1980); and Psychological Contract Theory (Rousseau, 1989).
For more information about Self-Determination Theory, Engagement Theory, Expectancy Disconfirmation Theory, or Psychological Contract Theory, we highly recommend the following references:
- Deci, E. L., & Ryan, R. M. (1985). Intrinsic motivation and self-determination in human behavior. New York, NY: Plenum
- Deci, E. L., & Ryan, R. M. (2012). Motivation, personality, and development within embedded social contexts: An overview of self-determination theory. In R. M. Ryan (Ed.), The Oxford Handbook of Human Motivation, (pp. 85-107). New York, NY: Oxford University Press.
- Gagné, M., & Deci, E. L. (2005). Self-determination theory and work motivation. Journal of Organizational Behavior, 26, 331-362. doi:10.1002/job.322
- Hurley, J. S. (2017). Engagement strategies for catalyzing IT sales team performance in asia. Available from Dissertations & Theses @ Walden University. (1914683844).
- Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33, 692-724. doi:10.2307/256287
- Meyer, J. P. (2014). Employee commitment, motivation, and engagement: Exploring the links. In M. Gagne (Ed.), The Oxford Handbook of Work Engagement, Motivation, and Self-Determination Theory, (pp. 33-49). New York, NY: Oxford University Press.
- Oliver, R. L. (1977). Effect of expectation and disconfirmation on post-exposure product evaluations: An alternative interpretation. Journal of Applied Psychology, 62(4), 480-486. doi:10.1037/0021-9010.62.4.480
- Rousseau, D. M. (1989). Psychological and implied contracts in organizations. Employee Responsibilities and Rights Journal, 2(2), 121-139.
- Ryan, R. M., & Deci, E. L. (2000). Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. American Psychologist, 55, 68-78. doi:10.1037/0003-066X.55.1.68
- Schaufeli, W. B. (2013). What is engagement? In C. Truss, K. Alfes, R. Delbridge, A. Shantz, and E.C. Soane (Eds.), Employee Engagement in Theory and Practice, (pp. 1-38) London: Routledge.
- Truss, C., Shantz, A., Soane, E., Alfes, K., & Delbridge, R. (2013). Employee engagement, organisational performance and individual well-being: Exploring the evidence, developing the theory. International Journal of Human Resource Management, 24, 2657-2669. doi:10.1080/09585192.2013.798921