Change Implementation Techniques for Forming Transitional Team, Creating Alignment, Maximizing Connectedness and Creativity

Technique 3.12 Team Performance Checklist

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Consider each of the following statements. Indicate with a tick which statements most accurately reflect your situation as a team.

High-performance criteria

Column 1

Low-performance criteria

Column 2

i) Takes a stand around a clear vision and objectives

i) Unclear vision and goals

ii) Aligns around common goals that supersede individual agendas

ii) Unclear roles and accountabilities

iii) Operates with a strong sense of purpose and ambition

iii) Poor tracking of team progress against goals

iv) Regularly measures its own performance

iv) People driven by hidden or personal agendas; much unproductive "background compensations"

v) Members emotionally committed to the team and each other; they stand for each other's success

v) Lack of straight talk, communications based on fear of "rocking the boat" or "peaceful coexistence" mentality

vi) Trust prevails - sustained through openness, reliability, acceptance and follow-through on commitments

vi) Competition at the expense of collaboration

vii) Mutual support and coaching is fluid and authentic

vii) Fear and mistrust of upward feedback

viii) Individual strengths and weaknesses are openly acknowledged

viii) Poor interpersonal trust levels; superficial trust prevails

ix) The spirit of possibility prevails and conversations are not anchored in negativity and constraint

ix) Positioning based on agreement or disagreement, rather than alignment for the good of the team

x) Commitment to a way of being a team through consistently exercising positive behaviours

x) Forced compliance mentality and resistance to change

xi) Members are highly intentional in what they do, enabled through explicit and transparent goals, processes, etc

xi) Disempowerment through a real lack of resources or simply a "barriers mindset"

xii) High levels of energy and a strong sense of pride

xii) Doing what is essentially the same thing over and over, expecting different results. Or looking for the same results over and over, without looking for improvement

xiii) Mutual accountability as individuals, and collective responsibility for the success of the team as a whole

xiii) Repeating solutions or actions that have worked in the past rather than being innovative

xiv) Problems or change approached with possibility, no fear or avoidance

xiv) Lots of people "trying", but no one truly accountable

xv) A great place to work, where accomplishment is celebrated and individual potential is realized through the support of the broader community in the organisation

xv) Other people's problems not perceived as theirs

xvi) Team members are accountable and responsible for their words and actions

xvi) People talk about what needs to be done without making clear requests for commitment to accountabilities

xvii) Good communications, high morale and team members are satisfied

xvii) Poor communications, low morale and a sense of resignation

xviii) Much celebrating and little complaining

xviii) Lots of complaining, not much celebrating

xix) Team members are resilient and rally to support each other

xix) Team falls apart when challenged with a problem and people start blaming each other

xx) Team members regularly explore outside their comfort zones and status quo thinking is always challenged

xx) People are unwilling to explore outside their comfort zones, and instead gravitate toward the status quo

A majority of ticks in column "Column 1" indicates that you are functioning more as a high-performing team; more ticks in column "Column 2" indicates that you are functioning as a low-performance team and have highlighted areas that need improving.

(source: Trina Lewis, 2006)

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