Results Team Effectiveness Profiler

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Results Team

This is how you and other members of your team described the seven metrics of effectiveness.

You may wish to reflect on any major differences not only across the seven metrics, but also between your ratings and your fellow teams members. These may in part originate from your own role and functional discipline in the team, but also your own personal values/cultural preferences.

At this stage you should RECOGNIZE that different members of your team will have different perceptions of the different aspects of team effectiveness. Their or your assessment(s) are not right or wrong, better or worse but just different.

And secondly, to RESPECT these different opinions and accept the rights of others for their own self-determination in how they think and act.

n = 25

Team Tool has 25 users and 25 users have a 7D-profile

Overall performance 4%

Standard deviation 1.91

Team diversity can be a strength if the tensions that arise from different points of view can be reconcilied to integrate and harness these alternate perspectives.

Cultural Perceptions

We now show the spread (variation) of the SEVEN cultural orientations in the way your fellow team members described themselves together a column marker showing your own orientation.

Note that the chart is ordered with the cultural dimension with the greatest diversity at the top, down to the dimensions with most similar orientations at the bottom.

You and your teams diversity profile

Bucket Size

Dimension 1

Dimension 2

Dimension 3

Dimension 4

What people do Dimension 5

Dimension 6

Dimension 7

greatest diversity similar orientation

Your Main Group Dilemmas

From the answers given by yourself and your team members, we discovered the two Dimensions where the team combines the most diversity, as well as the metrics of effectiveness where it scores the lowest.

The most diversity is found in dimension 3 and also in dimension 7 and 6

Based on these, we collected the top 5 dilemmas that you might be facing, which you can see below.

Ranking

Please rank these in top-to-bottom order from the one you believe the team should work on the most, to the one that is less relevant.
Do not forget to submit your answer!

Still collecting dilemmas. Please wait until all your group members are finished with the Team Tool

Your main group dilemmas are still changing, but seems to be:

On the one hand	On the other hand
Our communication needs to be KISS (Keep It Simple Stupid)	Our communication need to be contextual and giving us the big picture
We need to inform each other based on data that can be codified	We need to communicate with concepts and models so that those informed know the context
Rewards are given for contributing to increasing efficiency within team	Rewards are given for contributing to clients outside the team
Rewards are given on contributions in control of the individual team member only	Rewards are given on the basis of the results of the whole team, even in cases where the contribution from some individuals has no input
Our team training and development is aimed at avoiding problems of the past or today	Our team training and development is aimed at pre-empting resolutions of problems that might occur in the future
Our team training and development is aimed at avoiding problems of the past or today	Our team training and development is aimed at pre-empting resolutions of problems that might occur in the future

What it Measures

The survey has two parts

The Culture Profile — which shows the team’s cultural preferences and values and the variation of scores.
The Team Effectiveness Scan — which reflects how the team is currently working together and what the team issues are that needs more attention.

Rather than showing right or wrong answers, the survey reveals how teams manage important tensions in daily work by combining the largest cultural diversity with the most pregnant issues from the scan, such as:

Clear strategy vs being flexible
Rules and control vs creativity and freedom
Emotional reserve vs open communication
Central direction vs local independence

These are not problems to solve, but opposites that need to be reconciled. Strong teams can hold both sides and find ways to make them work together. Do we pursue global consistency and control, even if it limits speed and ownership? Or do we empower local flexibility, even if it fragments alignment?

Combination of dimension and team performance

The greatest challenges the team faces will originate from a combination of:

the cultural dimension with the greatest diversity (as team members will have different perceptions and points of view)

in the area of

the aspect(s) of team effectiveness rated the lowest

Example:

If the most diverse orientation in the team is time (past, present, future) and the weakest performance area is ‘innovation’, then the team will face dilemmas about how to deal with their short term versus long term approach to innovation

Typical dilemma the team would face from members
starting with different points of view

On the one hand

We need to maintain cash flow and current profitability

On the other hand

We need to invest in inovative solutions for longer term sustainability

How it Works

Each member answers questions about how the team works (Team Effectiveness) and what cultural values they believe are important (Culture Profile).

The scores show:

The average experience of the team
How much people’s experiences or values differ
Where the biggest gaps are between what’s needed and what’s happening

This helps us not just describe what is happening — but understand why, and what can be done to improve.

Dimension	High Score Interpretation	Low Score Interpretation
TEAM EFFECTIVENESS DIMENSIONS (How the team works day-to-day)	Indicates strengths in team functioning such as communication, collaboration, decision-making, etc.	Points to challenges or tensions in teamwork—may need better clarity, support, or leadership alignment.
Innovation	Team embraces new ideas and experimentation	Team avoids risks, prefers stability and proven methods
Communication	Open, two-way, and frequent communication	Limited, unclear, or top-down communication
Decision-Making	Clear, timely, and inclusive decision-making	Slow, unclear, or unstructured decision-making
Leadership	Consistent, trusted leadership with clear direction	Inconsistent or unclear leadership presence
Development	Strong support for personal growth and feedback	Limited opportunities for development or feedback
Cohesion	Strong team spirit and collaboration	Work in silos, lack of shared identity
Accountability	High ownership and responsibility for results	Lack of clarity or follow-through on responsibilities
Direction	Clear shared vision and strategic alignment	Uncertainty around goals or inconsistent direction
Conflict Management	Conflicts addressed constructively and openly	Conflicts are avoided or unresolved
Virtual Working	Effective collaboration and communication in remote settings	Struggles with remote tools or building remote relationships
CULTURE PROFILE DIMENSIONS (Deep values and preferences influencing behaviour)	Shows preference for one side of a cultural spectrum (e.g., rules, autonomy, openness). Not good or bad—just a style.	Shows preference for the opposite side of the spectrum (e.g., flexibility, group focus, emotional reserve). Equally valid.
Universalism vs Particularism	Rules apply equally to everyone; fairness through consistency	Rules adapted based on relationships or context
Individualism vs Collectivism	Focus on autonomy and individual achievements	Focus on group goals, harmony, and team over individual
Neutral vs Affective	Emotions are openly expressed and accepted	Emotions are controlled; expression seen as unprofessional
Specific vs Diffuse	Work and personal lives are interconnected; relationships are central	Clear separation of work and personal lives; task-focused
Achievement vs Ascription	Status comes from results, skills, and performance	Status based on age, experience, or role
Sequential vs Synchronic Time	Linear time orientation; one task at a time, punctuality valued	Flexible time orientation; multitasking and relationship priority
Internal vs External Control	Belief in shaping outcomes through planning and effort	Acceptance of external forces shaping outcomes

Diagnosis

Our methodology is based on expressing the tensions between competing demands from different team members as dilemmas as the example above. Remember, different points of view are not better or worse but give rise to these types of dilemma.

You can now use this Tool to extract the most frequently recurring dilemmas from our database, appropriate to your team's scenario of effectiveness and most diverse value orientations.

In fact, you can also explore the frequently found dilemmas for other scenarios - that is, other areas of diversity etc.

The 4 R's and Learning Outcomes

Assuming you have explored all the menu areas, then so far you should have:

begun to think differently about team development from classical approaches, namely based on the different orientations of team members.
RECOGNIZE that different team members will have different points of view and give different interpretations and meanings to your own. The seven cultural dimensions help you to structure and categorize these differences.
RESPECT these different points of view and accept that all team members have the right to their own opinions and self-determination.

Next steps

Your aims now should be:

to identify a shared opinion across your team the two or three key dilemmas that your team face. (Another version of this Tool allows on-line voting of what dilemmas are important, but this can also be via a forum or team meeeting etc.)
Of course, the example dilemmas extracted from our database are just to help you. You can of course choose or modify any suggestions, or even develop your own (new) dilemmas.
to develop a RECONCILIATION of each dilemma. Our sister DRP Tool (Dilemma Reconciliation Process) is designed to help teams develop reconciliations of key dilemmas.
to ROOT (embed) the reconciliation from the DRP Tool into the team's mode of working so the reconciliation becomes operational.