The TIGERS® Team Story: From a question to high impact work communities

The year was 1987. The recession caused by the Arab Oil Cartel had cut thousands of people from the U.S. workforce.

You see, inflation hit an all time high with long term interest rates reaching 18 percent and even higher for some industries. Companies couldn’t grow.

As a result, many downsized employees were let go without warning. Other businesses failed because they couldn’t change fast enough to save the company without jobs. Times were hard.

Our founder, Dianne Crampton, took this time to answer the question, “What is necessary to build an ethical, quality-focused, productive, cooperative and successful workforce?” She qualified success to mean that not only were goals achieved, the people doing the work were also engaged and satisfied.

She studied all the research she could find in business, psychology and education group dynamics. Out of this study, six principles emerged. They are trust, interdependence, genuineness, empathy, risk resolution and success (TIGERS®).

The next step was to determine if each of these six TIGERS principles could be isolated and identified in group behavior. Four years later and after two independent evaluations of her group dynamic survey by Gonzaga University and the Washington State Education Association, the results were conclusive. Not only could each principle be identified in group behavior, they also prescribed what was required to transform an adequate group into an exceptional one.

Dianne was then invited to present the results of her study at conferences. At the National Institute of Applied Business Ethics Conference, she was approached by the head Ethicist from Northrop Grumman.

You see, Dianne had designed an activity to teach the TIGERS six principles within one hour. It emotionally engaged participants and demonstrated effective group process. And, Northrop Grumman needed to downsize thousands of employees in response to Russia quitting the arms race. As a result, Northrop asked to borrow this activity to engineer their downsize. On a handshake, Dianne coached Northrop’s executive trainer to facilitate her tool for C-suite executives.

Over the following years, Dianne served committed leaders in post merger workforce stabilization and work community development. The simplicity that resulted in the TIGERS six principles being embraced by these leaders and their employees was supported by common sense behaviors that make company roles, goals and relationships successful. She also delivered a measurable, multi-pronged process that:

  • Engaged employees to desire change;
  • Got everyone speaking the same language with the same understanding;
  • Got everyone headed in the same direction toward the same goal.
  • Gave leaders the measurable data needed for assessing return on their workforce improvement investment.
  • Removed the guesswork form work culture and work team development.

In July 2010, Dianne began to replicate the TIGERS multi-pronged approach so that any committed and trained leader could repeat her personal success.  As a leader with a creator and facilitator value structure, Dianne knew that in order to improve the world of work for millions of employees and their families, certain things needed to happen.

So here is the mission:

  • One day, how employees experience their work will be through cooperation to successfully compete in the marketplace.
  • Workforce behavior is intentional – not random and arbitrary. Constructive behavior supports roles, goals and relationships and is measurable.
  • High impact organizations are powered by engaged employees. These employees are facilitated by managers and supervisors who are skilled in building commitment, accountability and success so that employees are just as invested in the success of the organization as the leaders are.
  • TIGERS® is the work community and employee engagement leader.

By empowering committed leaders with TIGERS multi-pronged approach, we can expand Dianne’s vision of improving the world of work for millions of employees and their families. We’re doing just that.


To provide accurate information for team development, culture behavior and planning initiatives

Your team may indeed be on its way to peak efficiency, but you have to evaluate early and often to avoid predictable pitfalls.

To provide accurate information for team leadership coaching and training initiatives

Our research suggests leaders are the primary factor behind employee productivity, commitment, and bottom-line profitability. You need the right information to assess how leadership behavior is strengthening or weakening your team’s dynamic and how to support leaders with the right training and coaching resources.

To help you measure workforce behavior, team development and team leadership improvement over time.

Positive change does not happen over night. Both teams and leaders need time to integrate improvements. Therefore, 6 months to a year later you can reassess and compare team opinions to determine how your interventions have improved skills and attitudes. You also receive accurate information to pursue the next step.


To improve the world of work for millions of  people globally…

Positive, Measurable Business Results

The TIGERS Workforce Behavioral Profile reports 360 employee opinions on where leaders need to focus their efforts to improve their workforce behavior and department dynamics so that they attract and retain cooperative, talented, engaged and committed employees who successfully achieve their goals.

Positive, Measurable Employee Cooperation

The TIGERS Workforce Behavioral Profile reports 360 employee opinions on the quality of group norms that build trustworthy, interdependent, genuine, empathetic, risk resolving and successful team relationships so that the roles team members assume to achieve goals experience less conflict and confusion and more professionally satisfying success.



Founder of TIGERS Success Series, Inc. Dianne researched and developed the TIGERS model for team development and vetted the TIGERS Team Survey for validity and reliability. Dianne Crampton is on Twitter, Facebook and LinkedIn


Individual and Group Dynamic Instructor at Arizona State University Pamela is an expert in survey systems analysis and application. Pamela Brooks is on Twitter, Facebook and LinkedIn


Digital Communications and Marketing Patrick is a 30-year direct marketing professional with an 18-year list services business, and the developer of an enterprise-class digital media platform. Patrick O’Neil is on Twitter, Facebook and LinkedIn


High Potential Coaching Assessment and Development Expert Kathy is seasoned 24-year veteran of leadership development and coaching. Kathy Keller is on Twitter, Facebook and LinkedIn