Agile Class Assignments
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CSPSM_2020_Postclass_2_survey.docxHomework Page 1 of 7
Homework Page 1 of 7
Team Basics Survey
Thank you so much for filling out this survey! This document focuses on team behaviors and will help us as a group identify areas to have further discussions on improving our performance as a Team.
Each section has an introduction to give you some context. Each question response will ask you to choose a "yes", "no", or "unsure" response. Additionally, please provide one sentence explaining your reason for your response.
Definition of a Real Team
What is a Team? - A “Team” is a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable. - Wisdom of Teams (Katzenbach and Smith)
The questions below expand on this definition, so please make sure to read the introductions before filling in your responses.
"Small in Number"
Teams can range in number from two to twenty-five or more. However, most of the teams referenced in “The Wisdom of Teams” numbered less than ten. While many people, say fifty plus, could theoretically become a team, a group of such size would likely break into sub-teams rather than function as a single team.
The reason for this is that large numbers of people have trouble interacting constructively as a group. 10 people are far more likely than fifty to successfully work through their individual, functional, and hierarchical differences toward a common plan, and hold themselves jointly accountable for the results.
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# |
Question |
Response |
|
1 |
Does each member understand the others' roles and skills? |
Yes / No / Unsure |
|
|
Reason (one sentence):
|
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|
2 |
Can you convene easily and frequently? |
Yes / No / Unsure |
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|
Reason (one sentence):
|
|
|
3 |
Are your discussions open and interactive for all members? |
Yes / No / Unsure |
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Reason (one sentence):
|
Complementary Skills
Technical or functional expertise: It would make little sense for a group of doctors to litigate an employment discrimination case in a court of law. Yet –teams- of doctors and lawyers often try medical malpractice or personal injury cases.
Problem-solving and decision-making skills: Teams must be able to identify problems, evaluate options, make necessary trade-offs and decisions of how to proceed. Most teams need some members with these skills to take their first steps.
Interpersonal skills: Common understanding and purpose cannot arise without effective communication and constructive conflict that, in turn, depend on interpersonal skills.
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# |
Question |
Response |
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4 |
Are the necessary functional and technical skills either actually, or potentially, represented across the members? |
Yes / No / Unsure |
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Reason (one sentence):
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5 |
Are the necessary decision-making and problem-solving skills either actually, or potentially, represented across the members? |
Yes / No / Unsure |
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Reason (one sentence):
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6 |
Are the necessary interpersonal skills either actually, or potentially, represented across the membership? |
Yes / No / Unsure |
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Reason (one sentence):
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7 |
Are any skills that are critical to team performance missing or underrepresented? |
Yes / No / Unsure |
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Reason (one sentence):
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8 |
Can you introduce new or supplemental skills as needed? |
Yes / No / Unsure |
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Reason (one sentence):
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9 |
Are the members, individually and collectively, willing to spend the time to help themselves and others learn and develop skills? |
Yes / No / Unsure |
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Reason (one sentence):
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Common Purpose and Performance Goals
Purpose and Goals go together, hand in hand. Near-term performance goals must always relate directly to its overall purpose
A common, meaningful purpose sets the tone and aspiration - Teams develop direction, momentum, and commitment by working to shape a meaningful purpose. Building this purpose is not incompatible with taking initial direction from outside the team
Specific Performance goals are an integral part of the purpose - Transforming broad directives into specific and measurable performance goals is the surest first step for a team trying to shape a common purpose meaningful to its members
The combination of purpose and goals is essential to performance - A team’s purpose and specific performance goals have a symbiotic relationship; each depends on the other to stay relevant and vital. The specific performance goals help a team track progress and hold itself accountable
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# |
Question |
Response |
|
10 |
Does your team's purpose constitute a broader, deeper aspiration rather than just near-term goals? |
Yes / No / Unsure |
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|
Reason (one sentence):
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|
11 |
Is the purpose truly a meaningful 'team' purpose as opposed to a broader organizational purpose or just one individual's purpose (e.g., the leader's)? |
Yes / No / Unsure |
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Reason (one sentence):
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12 |
Do all members understand and articulate the purpose in the same way, without relying on ambiguous abstractions? |
Yes / No / Unsure |
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Reason (one sentence):
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13 |
Are performance goals actual 'team' goals versus broader organizational goals or just one individual's goals (e.g., the leader's)? |
Yes / No / Unsure |
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Reason (one sentence):
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14 |
Do the performance goals call for a concrete set of team work-products? |
Yes / No / Unsure |
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Reason (one sentence):
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15 |
Are the performance goals clear, simple, and measurable? If not measurable, can their achievement be determined? |
Yes / No / Unsure |
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Reason (one sentence):
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Common Working Approach
Teams need to develop a common approach – that is, how they will work together to accomplish their purpose. They should invest just as much time and effort crafting their working approach as shaping their purpose. The approach must include both an economic and administrative aspect as well as a social aspect. To meet the economic and administrative challenge, every member of a team must do “equivalent” amounts of real work that goes beyond commenting, reviewing, and deciding.
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# |
Question |
Response |
|
16 |
Is the working approach concrete, clear, and really understood and agreed upon by everybody? |
Yes / No / Unsure |
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Reason (one sentence):
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17 |
Does the working approach require all members to contribute equivalent amounts of real work? |
Yes / No / Unsure |
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Reason (one sentence):
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18 |
Does the working approach provide for modification and improvement over time? |
Yes / No / Unsure |
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Reason (one sentence):
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Mutual Accountability
No group ever becomes a team until it can hold itself accountable as a team. Think of the subtle but critical difference between “the boss holds me accountable” and “we hold ourselves accountable”. The first case can lead to the second; but, without the second, there can be no team.
At its core, team accountability is about the sincere promises we make to ourselves and others, promises that underpin two critical aspects of teams: commitment and trust. By promising to hold ourselves accountable to the team’s goals, we earn the right to express our own views about all aspects of the team’s effort and to have our views receive a fair and constructive hearing.
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# |
Question |
Response |
|
19 |
Are the members clear on what they are individually responsible for and what they are jointly responsible for? |
Yes / No / Unsure |
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Reason (one sentence):
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20 |
Can you and do you measure progress against specific goals? |
Yes / No / Unsure |
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Reason (one sentence):
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21 |
Are you individually and jointly accountable for the team's purpose, goals, approach, and work-products? |
Yes / No / Unsure |
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Reason (one sentence):
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T
e
am Basics Survey
Thank you so much for filling out this survey! This document focuses on team behaviors and will help us as a
group identify areas to have further discussions
on improving
our performance as a Team.
Each section has
an introduction to give you some contex
t
. Each question response will
ask you
to choose a
"yes", "no", or "unsure" response. Additionally, please provide one sentence explaining your reason for your
response.
Definition of a Real Team
What is a Team?
-
A “Team” is a small number of peo
ple with complementary skills who are committed to a
common purpose, performance goals, and approach for which they hold themselves mutually accountable.
-
Wisdom of Teams (Katzenbach and Smith)
The questions below expand on this definition, so please mak
e sure to read the
introductions
before filling in
your responses.
"Small in Number"
Teams can range in number from two to twenty
-
five or more. However, most of the teams referenced in “The
Wisdom of Teams” numbered less than ten. While many
people, say fifty plus, could theoretically become a
team
,
a group of such size w
ould
likely break into sub
-
teams rather than function as a single team.
The reason for this is that large numbers of people have trouble interacting constructively as a group
. 10
people are far more likely than fifty to successfully work through their individual, functional, and hierarchical
differences toward a common plan
,
and hold themselves jointly accountable for the results.
#
Question
Response
1
Does each member under
stand the others' roles and skills?
Yes / No / Unsure
Reason
(one sentence)
:
2
Can you convene easily and frequently?
Yes / No / Unsure
Reason
(one sentence)
:
3
Are your discussions open and interactive for all members?
Yes / No / Unsure
Reason
(one sentence)
:
Team Basics Survey
Thank you so much for filling out this survey! This document focuses on team behaviors and will help us as a
group identify areas to have further discussions on improving our performance as a Team.
Each section has an introduction to give you some context. Each question response will ask you to choose a
"yes", "no", or "unsure" response. Additionally, please provide one sentence explaining your reason for your
response.
Definition of a Real Team
What is a Team? - A “Team” is a small number of people with complementary skills who are committed to a
common purpose, performance goals, and approach for which they hold themselves mutually accountable. -
Wisdom of Teams (Katzenbach and Smith)
The questions below expand on this definition, so please make sure to read the introductions before filling in
your responses.
"Small in Number"
Teams can range in number from two to twenty-five or more. However, most of the teams referenced in “The
Wisdom of Teams” numbered less than ten. While many people, say fifty plus, could theoretically become a
team, a group of such size would likely break into sub-teams rather than function as a single team.
The reason for this is that large numbers of people have trouble interacting constructively as a group. 10
people are far more likely than fifty to successfully work through their individual, functional, and hierarchical
differences toward a common plan, and hold themselves jointly accountable for the results.
# Question Response
1
Does each member understand the others' roles and skills? Yes / No / Unsure
Reason (one sentence):
2
Can you convene easily and frequently? Yes / No / Unsure
Reason (one sentence):
3
Are your discussions open and interactive for all members? Yes / No / Unsure
Reason (one sentence):
