DQ 2 :Describe the characteristics of performance-driven team

A performance-driven team is not simply a team that performs. The characteristics worth naming are structural: a shared and measurable goal, clearly held roles, communication that surfaces problems early, mutual accountability rather than accountability upward only, and feedback that reaches the team rather than stopping with the manager. Notice that each of those is observable. A marker can ask whether the team has a metric, whether members correct each other, whether the last near miss was discussed. Adjectives like cohesive and motivated cannot be checked, which is why they fill so many posts and earn so little. Anchor the list in a nursing unit you know: what is the metric, who holds whom to account, and where does the feedback loop close? Write each as a question an auditor could put to the team, and the paragraph stops reading as a statement of values about teamwork.

The motivation half is not a separate question, and the third clause of the prompt tells you so. Extrinsic motivation runs on rewards and consequences outside the work itself — differentials, bonuses, recognition boards, scores. Intrinsic motivation runs on the work itself: competence, autonomy and the sense that what you do matters to a patient. Both move performance, and the reason a nurse leader must tell them apart is that they behave differently over time. Extrinsic levers are fast, precise and reversible, so performance falls back when the reward is withdrawn or normalised. Intrinsic motivation is slow to build and survives the withdrawal, which is why it carries the characteristics you listed above. Say which of your characteristics depend on which kind of motivation, and the two halves of the post become one argument rather than two lists sitting beside each other. A leader who knows which lever they are pulling can predict how long the effect lasts.