Team Culture Cycle Dimensions
defined by Sven Fissenewert and Dirk Gouder teamkulturrad_en.jpg
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- The expectations of the leader towards the team and vice versa are well known.
- All parties concerned rate the leader’s managerial style, requirements, control and support as appropriate for the team and its situation.
- All important leadership performances are clearly defined and fulfilled.
- Each team member is well qualified for its tasks and may get further qualification for new requirements at short notice.
- Regular discussions between leader and team member(s) about current qualification needs are settled.
Quality of feedback processes
- Feedback as a method is well established and practised.
- Feedback is used regularly and appropriate to the situation.
- Personal attacks are rare.
- Feedbacks and possible learning of it are considered as resource.
Identification with goals
- The goals are well known.
- They are fixed, agreed or self chosen and all team members identify with the goals.
- The goals are revisable and achievable.
- The team members watch out for new experiences and challenges – together and individually.
- They have a feeling for relevant developments and look out for information specifically.
- They endeavor to get professional and multidisciplinary development.
- Personality is commissioned to the team but personal values keep their importance.
Quality of relevant interfaces
- The team has access to all relevant information of internal customers and service providers.
- All success critical parameters at important internal and external interfaces are defined, common and borne in mind.
- Client orders (also internal) are always clearly defined.
- The team has a well established contact and exchange with other groups.
- There’s enough space to develop, pick up and implement new ideas.
- Assuming risks and creative ways of thinking are encouraged appropriately.
- There’s an appropriate fault tolerance.
- There are practical, systematic and effective ways for problem solving.
- Sufficient supporting and useful methods to support the team cooperation exist (moderation, jourfixe, etc.).
- The work methods are checked regularly concerning reasonability and efficiency.
Structure of work and information processes
- The team internal work and information processes are efficient.
- The essential processes are defined.
- They are adjusted to current developments.
- Each team member is informed appropriately and receives neither less nor more information than necessary.
Level of performance
- The team is always focused on the achievement of goals.
- The team has a clear focus on the defined performance.
- It allows frequent critical retrospects in order to use the cognitions directly for improvements.
- It feels permanently put on it’s mettle but not permanently overcharged.
Role in the over-all organization
- The function in the organization borne by the team is essential (from the organization’s point of view).
- There’s a clearly defined and meaningful role in the organization and associated resources.
- The team finds it place in planning and strategy processes in an appropriate manner.
- To a large extend , the team is self-reliant in its’ internal procedures.
- The team members live rather to work than work for living.
- Energy and commitment are perceptible.
- Resignation can be found rarely and if, only with short-time presence.
- Support, motivation and team spirit are perceptible.