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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.

Personal development

  • 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.

Work methods

  • 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.