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Team Health Check

July 27, 2001
Related Topics: Featured Article
Ask your team members to rate the degree to which they've observed each ofthese symptoms within the team; then have one team member average the ratingsfor your entire team. Compare this information against your own scores.

Use this feedback to identify those performance issues on which you and yourteam members are closely aligned, as well as those on which you are divided.

Occasionally, you may find it useful to ask someone from outside your team tocomplete this checklist by noting the symptoms they've observed in your team.

  • 5: Recurring
  • 4: Frequent
  • 3: Somewhat frequent
  • 2: Infrequent
  • 1: Uncommon
1.We have difficulty resolving conflicts before they get out of control. 
2. The members of our teamdon't cooperate well on team efforts 
3. Many of our team membersare dividing up into warring cliques. 
4. The members of our teamhave difficulty coordinating their separate work activities. 
5. We have to rely onothers outside our team to keep us informed of our own activities. 
6. We have difficultydetermining how far we can go in taking individual action 
7. The members of our teamcircumvent our team leader to address issues or problems. 
8. Communication with ourteam leader are limited and tense, or hostile. 
9. Our team leaderpractices micromanagement. 
10. We're frequentlysurprised by problems. 
11. We tend to be reactivewhen it comes to problem solving. 
12. We have difficultyinterpreting the potential impact of large-scale changes. 
13. We have difficultyresponding to questions that lie outside our individual work areas. 
14. We must often stop andwait for direction from our team leader before we can proceed. 
15. We experience a lot ofconflicting priorities regarding projects and team responsibilities. 
16. We are forced toguesstimate our work quality and productivity. 
17. We sometimes wonder ifour good work is recognize by our organization. 
18. We find it difficult totrace the underlying causes of team performance problems. 
19. Our team is anxiousabout the vague and unknown future. 
20. We tend to respond tochange in a slow and poorly coordinated manner. 
21. The members of our teamactively resist change. 
22. When tackling newproblems, we rely too much to tried-and-true solutions. 
23. Our team doesn't keepup with cutting-edge technology and work methods. 
24. We fail to identify andexploit new opportunities. 
25. Many members of ourteam are unwilling to commit to tough performance goals. 
26. We engage inretrospective thinking about setbacks that have already occurred. 
27. We engage in a lot offinger-pointing to account for team problems. 
28. We tend to be the lastto know about impending business or organizational changes. 
29. Our team has difficultygetting approval for needed resources. 
30. Our senior managersoccasionally outsource our work. 

Reprinted with permission of Davies-BlackPublishing, from "TeamTroubleshooter: How to Find and Fix Team Problems," Robert W. Barner,2001, $32.95. Available from Amazon.comor Davies-Black.

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