Use this checklist in your team to evaluate its health. Let team members answer each question privately on a scale of 1 to 5 - 5 = recurring, 4 = frequent, 3 = somewhat frequent, 2 = infrequent, 1 = uncommon.
Discuss openly with a view to taking corrective action:
1. We have difficulty resolving conflicts before they get out of control.
2. The members of our team don't cooperate well on team efforts.
3. Many of our team members are dividing up into warring cliques.
4. The members of our team have difficulty coordinating their separate work activities.
5. We have to rely on others outside our team to keep us informed of our own activities.
6. We have difficulty determining how far we can go in taking individual action.
7. The members of our team circumvent our team leader to address issues or problems.
8. Communication with our team leader are limited and tense, or hostile.
9. Our team leader practices micromanagement.
10. We're frequently surprised by problems.
11. We tend to be reactive when it comes to problem solving.
12. We have difficulty interpreting the potential impact of large-scale changes.
13. We have difficulty responding to questions that lie outside our individual work areas.
14. We must often stop and wait for direction from our team leader before we can proceed.
15. We experience a lot of conflicting priorities regarding projects and team responsibilities.
16. We are forced to guesstimate our work quality and productivity.
17. We sometimes wonder if our good work is recognize by our organization.
18. We find it difficult to trace the underlying causes of team performance problems.
19. Our team is anxious about the vague and unknown future.
20. We tend to respond to change in a slow and poorly coordinated manner.
21. The members of our team actively resist change.
22. When tackling new problems, we rely too much to tried-and-true solutions.
23. Our team doesn't keep up with cutting-edge technology and work methods.
24. We fail to identify and exploit new opportunities.
25. Many members of our team are unwilling to commit to tough performance goals.
26. We engage in retrospective thinking about setbacks that have already occurred.
27. We engage in a lot of finger-pointing to account for team problems.
28. We tend to be the last to know about impending business or organizational changes.
29. Our team has difficulty getting approval for needed resources.
TEAMWORK … The ultimate competitive advantage.
Based on Patrick Lencioni’s New York Times best-seller, The FIVE DYSFUNCTIONS of a TEAM addresses the five obstacles that prevent even the best teams from succeeding. This tool offers a powerful model and actionable steps that can be used to overcome common hurdles and build a cohesive, effective team. The FIVE DYSFUNCTIONS of a TEAM includes a comprehensive Facilitator’s Guide, team assessment, participant workbook, poster and more!
The Five Dysfunctions of a Team:
Absence of Trust Fear of Conflict Lack of Commitment Avoidance of Accountability Inattention to Results The Facilitator Guide provides everything you need to deliver a high-impact workshop for intact teams, including an introduction to the model, instructions for administering and debriefing the 38-item team assessment, and a script for presentation delivery.
Discover teamwork is a strategic choice. It’s a purposeful decision that organizations make.
Understand that functional teams make higher-quality decisions and accomplish more in less time.
Learn the Five Dysfunctions of a Team model.
Overcome common problems that stop your team from performing. Learn more about this team building tool at HRDQ:
The Bottom Line on ROI
New from ROI experts Jack Phillips and Patti Phillips
Put your money with your mouth is
The Bottom Line on ROI
Jack Phillips, PhD and Patti Phillips, PhD
For decades, senior leaders simply accepted learning and development as a necessary “people” cost. But today is different. Today, senior leaders are asking the questions that make some trainers cringe. They want to know what value training and development initiatives bring to the organization. They want to know the business impact, and they want to know the return on investment.
New from subject matter experts Jack Phillips and Patti Phillips, The Bottom Line on ROI is a combination book and one-day workshop. Whether you are new to the ROI methodology or looking for ways to generate support for ROI within your organization, together these tools will provide you with a fundamental understanding of ROI and how it can be implemented.
Learning Outcomes: Identify the benefits of developing ROI. Learn how to assess an organization’s readiness for ROI. Understand the concept of ROI, its assumptions, and methodology Find out the criteria for effective ROI implementation. Learn the ROI Methodology, a model that will produce a balanced set of measures. Learn a communication process model for effective communication during the ROI process. Discover how to get started implementing the ROI Methodology.
The book is a newly revised edition of the same title that won the 2002 Book of the Year by the International Society for Performance Improvement. The comprehensive Facilitator Guide includes easy to follow instructions for delivering a full-day learning experience. An excellent takeaway for trainers, the Participant Workbook comes complete with exercises, activities, quizzes, tools, and templates.
“The Bottom Line on ROI is not a detailed reference on the ROI Methodology. What it does do is enable readers to understand and make sense of the ROI Methodology from a business perspective.” Jack J. Phillips, PhD
Developer of the ROI Methodology
Chairman and Co-founder, ROI Institute, Inc.
Jack and Patty have authored and co-authored several best-selling books, including Show Me the Money: How to Determine ROI in People, Projects, and Programs and The Value of Learning.
Jack Phillips, PhD
Jack is a world-renowned expert on measurement and evaluation, as well as the developer of the ROI Methodology™. He has more than 27 years of corporate experience in five industries, serving as training and development manager at two Fortune 500 firms. Jack is the author, co-author, or editor of more than 30 books and 100 articles.
Patti Phillips, PhD
Patti is the president and CEO of the ROI Institute. Internationally known as an accountability, measurement, and evaluation expert, Patti facilitates workshops all over the world and consults with USA and international organizations – public, private, non-profit, and educational – on implementing the ROI Methodology™. Find the participant guide and facilitator guidebook at HRDQ.