Team work in business

RussellJacobsetal2007-AssessmentofTeamBasicsresults.docx

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Chapter 2•Appendix A

ASSESSMENT OF TEAM BASICS

Instructions:

To determine how effectively your group functions as a team, each team member should respond to the following questions individually. After all team members have completed the instrument, compare your responses. Your answers should help you diagnose your team’s strengths and problem areas. Based on your findings, you may want to make some modifications in the team’s characteristics (e.g., size, skills, purpose, goals, working approach, accountability). Refer back to Figure 2-2 in the chapter for more details. Using the scale below, circle one response for each item.

SD D N A	SA
Strongly Disagree Disagree Neither Agree	Strongly Agree
Size
1. We can convene easily and frequently	SD	D	N	A	SA
2. We can communicate easily and frequently	SD	D	N	A	SA
3. Our discussions are open and interactive 4. Everyone understands the others’ roles	SD	D	N	A	SA
and skills	SD	D	N	A	SA
5. We need more people to achieve our goals	SD	D	N	A	SA
6. Subgroups are possible or necessary Levels of Complementary Skills 7. All three categories of skills (technical/functional, problem solving, interpersonal) are either actually	SD	D	N	A	SA
or potentially represented across team members 8. Each member has potential in all three categories	SD	D	N	A	SA
to advance his/her skills to the level required	SD	D	N	A	SA
9. Some critical skill areas are missing on our team 10. Members are, individually and collectively, willing to spend the time to help themselves and others	SD	D	N	A	SA
learn and develop skills	SD	D	N	A	SA
11. New skills can be introduced as needed Meaningful Purpose 12. The team’s purpose constitutes a broader, deeper	SD	D	N	A	SA
aspiration than just near-term goals 13. We have a “team” purpose, as opposed to just one	SD	D	N	A	SA
individual’s purpose (e.g., the leader’s) 14. All members understand and articulate the	SD	D	N	A	SA
purpose the same way 15. Members define the purpose vigorously in	SD	D	N	A	SA
discussion with outsiders 16. Members frequently refer to the purpose and	SD	D	N	A	SA
explore its implications	SD	D	N	A	SA
17. Our purpose contains themes that are meaningful	SD	D	N	A	SA
18. We feel our purpose is important Specific Goals	SD	D	N	A	SA
19. We have “team,” rather than individuals’ goals	SD	D	N	A	SA
20. Our goals are clear, simple, and measurable	SD	D	N	A	SA
21. Our goals are realistic as well as ambitious	SD	D	N	A	SA
22. Our goals allow for small wins along the way	SD	D	N	A	SA
23. Our goals call for a concrete set of team products 24. The relative importance and priority of our goals	SD	D	N	A	SA
are clear to all members	SD	D	N	A	SA

68 Part 1: Before You Start in Business

25. All members agree with the goals, their relative importance, and the way in which their
achievement will be measured	SD	D	N	A	SA
26. All members articulate the goals in the same way Clear Working Approach 27. Our approach is concrete, clear, and really under-	SD	D	N	A	SA
stood and agreed to by everybody 28. Our approach will result in achievement of the	SD	D	N	A	SA
objectives 29. Our approach will capitalize on and enhance the	SD	D	N	A	SA
skills of all members 30. Our approach requires all members to contribute	SD	D	N	A	SA
similar amounts of real work 31. Our approach provides for open interaction, fact-	SD	D	N	A	SA
based problem solving, and results-based evaluation	SD	D	N	A	SA
32. Our approach allows modifications over time	SD	D	N	A	SA
33. Fresh input and perspectives are sought and added Sense of Mutual Accountability 34. Members are individually and jointly accountable	SD	D	N	A	SA
for the team’s goals, approach, and products	SD	D	N	A	SA
35. Progress can be measured against specific goals	SD	D	N	A	SA
36. Members feel responsible for all measures	SD	D	N	A	SA
37. Members are clear on what they are individually vs.
jointly responsible for SD	D	N	A	SA

Source: Adapted and reprinted by permission of Harvard Business School Press. From The Wisdom of Teams: Creating the Performance-Performance Organization by J.R. Katzenbach and D.K. Smith. Boston, MA 1993, pp. 62–64. Copyright © 1993 by McKinsey & Company, Inc., all rights reserved.