When you complete this questionnaire, you need to be very clear on which team you are assessing. It may help to think about the
introductory questions below (you don't need to complete these introductory questions in order to get a report).
This online feedback is free, providing it is for your personal use only. Please note that this questionnaire is a research and
development version, so no validation or reliability data is currently available for it. Also, Javascript needs to be enabled on
your computer (usually that is the case).
We will be introducing a 360 facility, to aggregate team member views and/or get feedback from people outside the team, at some point
in the future. If you would like us to let you know when this feature is released, please enter your email address in the details below.
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 only conclude that almost everything they do is important
…they recognise that some things are more important than others |
When there isn't enough information…
…the team won't make reasonable assumptions, wanting too much certainty
…the team make working assumptions when they need to |
The team are…
…resistant to change
…open to change |
The organisation of the team is…
…nonexistent, 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…
…the team keep going off from one tangent to another
…the team usually keep close 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
…can suggest various ideas (even if they aren't practical) |
Before making an important decision…
…the team never think through the consequences, which sometimes causes problems later
…the team 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 finish this initiative before starting another one |
The team…
…only do things as they have been done before, failing to improve
…are willing to try new things to see if they might be an improvement |
Section 4When the team recognises that something is particularly important…
…they will still try to everything else as well
…they will focus their attention on that, even if it means that some other things don't get done |
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…
…sacrifice the long term by using the first solution they can find
…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 balanc |
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…
…fail to respond quickly enough by putting too much emphasis on their long term plans
…get the balance right between short and long term needs |
Section 5When presented with new ideas…
…the team pay attention only to demonstrable and tangible benefits
…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 the team need to brainstorm, they…
…have difficulty thinking of any ideas
…can generate a few 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 would ignore the request, object to it and/or have difficulty producing it
…they would produce the analysis |
The coordination of effort in the team…
…is a shambles,
…is done well, everyone knows what others are doing |
Section 6Relationships between team members…
…are mostly nonexistent or poor, most people keep themselves to themselves
…are good, they are not just collegues but friends |
When the team are given an important message or information…
…they misunderstand it, miscommunicate it or lose it
…they look after it well |
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 fail to engage in objective discussion of the issues
…they will listen and discuss others' opinions |
When someone suggests the team changes its plans…
…the suggestion is always rejected because the team doesn't divert from team plans
…it is considered and, sometimes, the team do things that are unplanned |
When asked to solve a problem…
…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 |
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 |
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 was asked to listen to a complex, logical analysis…
…they would only want to hear the main points or conclusions, not the complex analysis
…they would listen to it and ask questions, if it was relevant |
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 imagine 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 only on what's important |
The things the team talk about…
...seem unrelated to current problems and/or fail to take account of practical constraints
…are 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 ignore it, not being open to things that are outside their own direct experience
…the team are willing to give the suggestion a chance to prove its' worth |
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 that 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…
…that they must be followed to the letter
…a little more flexible than that |
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 |
