Section 1The team...
...lack any form of long term strategy or vision
...know where they are going in the long term |
The team...
...take an uncompromising stance on certain issues
...may have strong views, but they are willing to compromise |
When the team discuss problems...
...they often get locked into an argument between different viewpoints
...they find a solution and then move on |
The team compromise with each other...
...too much, even before they have discussed their differences properly
...after they have discussed their disagreements |
When faced with an urgent problem, the team usually...
..act on it too quickly without thinking things through
...act in a timely manner |
When the team try to communicate with each other...
...they don't listen and misunderstand each other
...they articulate points clearly so there is no misunderstanding |
When faced with an urgent problem, the team usually...
...fail to take action soon enough
...act in a timely manner |
The ideas that the team come up with...
...are far too radical, seemingly out of touch with current realities
...may be innovative but are also practical |
Section 2If the team examine their priorities...
...they think that everything they do is important
...they recognise that some things are more important than others |
When there isn't enough information to decide...
...the team won't make assumptions, wanting too much certainty
...the team make reasonable working assumptions when they need to |
The team are...
...resistant to change
...open to change |
The organisation of the team is...
...non-existent, the way it works is chaotic
...good, it is well-organised |
When faced with a complex problem...
...the team never seem able to solve it
...the team discuss the complexities and usually find a solution |
During team discussions, they...
...keep going off from one tangent to another
...usually stick to the main point of discussion |
When team members are in difficulty...
...they get little or no support from other team members, even when they ask for it
...other team members will offer/provide support as best they can |
The team insist on following exact procedures...
...all the time, even when it is unnecessary
...when there is good reason to do so, but not all the time |
Section 3When there are differences of opinion, the team...
...will ignore those differences in order to be nice to each other
...talk about their differences |
When faced with a difficult problem, the team...
...are unable to come with any ideas or potential solutions
...suggest various ideas |
Before making an important decision the team...
...don't do any logical analysis
...think through the consequences of each option |
People outside the team...
...are often alienated by the vehemence of the team's values/beliefs
...recognise and respect the team's views |
Team members regard their own work...
...as much more important than the work of the team
...as a part of the team's contribution |
The team have agendas and/or plans...
...never
...when they are needed |
When the team starts a new initiative...
...they quickly get bored and look for another initiative to start
...they'll usually finish it before starting another one |
The team...
...always do things the same way
...are willing to try new things to see if they might be an improvement |
Section 4When the team recognise that one thing is particularly important...
...they will still try to do everything else as well
...they will focus their attention on what is important |
If and when the team talk about their long term vision...
...no one else can understand it, it is so 'way out'
...others can understand and relate to it |
The messages the team send out are...
...inconsistent, saying different things to different people
...consistent, they are all 'singing from the same hymn sheet' |
When faced with a short term problem, the team usually...
...use the first solution they can find, even if it sacrifices the long term
...try to find the right balance between short and long term needs |
A logical argument between team members usually leads to...
...an irreconcilable debate where they nitpick each others' arguments
...someone suggesting a solution that they hope is acceptable to both |
The team's activities are planned...
...too much, there is no room for any flexibility or diversion from team plans
...appropriately, with the right balance between planning and flexibility |
When given a lot of information...
...the team delve too deeply into the detail and lose sight of the 'big picture'
...extract the detail they need without losing sight of the 'big picture' |
When faced with a short term problem, the team usually...
...review their long term strategy, and fail to respond quickly enough to the short term problem
...get the balance right between short and long term needs |
Section 5When presented with unproven ideas that nevertheless may have potential...
...the team are not interested in anything unproven
...the team will take account of the hidden potential |
The paperwork in the team is...
...excessive because the team is too bureaucratic
...kept to a reasonable level |
Having a good 'team spirit' is...
...all important, no one is allowed to upset other team members
...important, but not at the expense of team performance |
The team are...
...pursuing an unrealistic strategy strategy or impractical ideas
...taking a realistic approach |
When trying get things done, the team usually...
...start doing things without spending enough time talking about it
...give things the right amount of consideration before taking action |
When the team need to brainstorm, they...
...have difficulty thinking of any ideas
...can generate lots of ideas |
The team's identity, values or beliefs...
...have no bearing on, or relevance to, the work they do
...are used to help decide where they should focus their time and effort |
If the team was asked to provide an analysis of logical options...
...they wouldn't do it
...they would produce the analysis |
Section 6Relationships between team members...
...are nonexistent or poor, most people keep themselves to themselves
...are good, they are more than colleagues, they are friends |
When the team are given an important message or information...
...they often misunderstand it, miscommunicate it or lose it
...they can be trusted with it |
When working on a new project...
...the team are very enthusiastic at the start but lack the follow through to complete it themselves
...the team work on it through to the end |
When the team discuss things that are important to them...
...they are emotional and fail to engage in objective discussion of the issues
...they will listen and discuss others' opinions |
When someone suggests the team change their plans...
...the suggestion is always rejected because the team never divert from established plans
...it is considered and, sometimes, the team do things that are unplanned |
When asked to solve a problem, the team...
...over-analyse things, causing 'paralysis by analysis'
...don't waste time, and try to find a solution as quickly as they can |
When trying get things done, the team usually...
...spend too much time talking or thinking about it, rather than doing it
...take action after giving things the right amount of consideration |
The coordination of effort in the team is...
...a shambles,
...done well, everyone knows what others are doing |
Section 7When asked to look critically at their own beliefs, the team...
...won't do it, they'll just assert that what they are saying is right
...are prepared to discuss it rationally |
If the team needed to listen to a complex, logical analysis...
...they wouldn't have the patience to listen
...they would listen and ask questions |
When thinking about important decisions...
...the team don't take enough account of current realities
...have a good awareness of what is currently happening |
The team...
...find it hard to see any perspective other than their own
...can see how things look from others' points of view |
The way team members treat each other is...
...too polite and with too much respect, they avoid saying what they really think
...with respect, but not at the expense of straight talking when it is needed |
The team ask for information...
...too often and they want too much detail
...when it is relevant and needed |
The team try to...
...do everything that comes their way
...focus their efforts on what's important |
The team talk about things that are...
..unrelated to current problems and practical constraints
...relevant to the issues they are facing today |
Section 8When the team meet...
...they waste a lot of time in pointless logical arguments
...they don't argue unless it is productive to do so |
If someone suggests doing something in a new and different way...
...the team will reject it
...the team will consider it |
Previous experience and knowledge...
...is ignored by the team, and/or they fail to recognise it's value
...is used well by the team |
When someone suggests the team should produce a plan...
...it never happens, the team don't plan
...they'll produce a plan, if it is needed |
Team members...
...discourage and demotivate each other
...encourage and motivate each other |
The team's attitude towards rules is...
...they must be followed to the letter
...a little more flexible |
The methods the team use to get things done are...
...always the same, even when a different approach would be better
...often the same, but they are still open to better ways of doing things |
The team change the way things are done...
...all the time, in fact they can't leave things alone
...only if it needs to be improved; if existing methods work well they'll use them
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