This article introduces a model, designed by Carolin Rekar Munro, to help organizations develop and sustain high performance teams. It is based on recent research, which demonstrates qualitatively and quantitatively that helping a team to reflect on its process through an action research approach – particularly in the light of personality style differences, measurably increases both its productivity and member satisfaction. The model presented here responds by amalgamating three areas currently underrepresented in the literature on team training, and consequently, limited in practice: managing personality diversity, using action research as a team-building intervention, and ensuring
transfer of learning to the workplace.
