1

Goals are widely shared by the members and there’s a strong consistent flow of energy toward achieving excellence

There is little investment in organizational goals except at top levels.

2

To people feel free to signal their awareness of difficulties because they expect the problems to be dealt with and are optimistic they can be solved.

People in the organization see things going wrong and do nothing about it. Nobody volunteers. Mistakes or problems are habitually hidden or shelved. Employees talk the organization at home or somewhere else, but not with those involved.

3

Problem solving is highly pragmatic. In solving problems, employees work informally and are not preoccupied with status, territory, or second-guessing what the leader will think. The boss is challenged constructively and a great deal of innovative behavior is tolerated.

Egos complicate problem solving. Status of boxes on the organizational chart are more important than solving the problem. There’s excessive concern with form instead of the problem. People treat one another in a polite and formal manner that masks the issues, especially with the boss. Being different is frowned upon.

4

The points of decision-making are determined by such factors as ability, sense of responsibility, availability of information, workload timing, and requirements for employee development. Complaints are handled positively.

People at the top try to control as many decisions as possible. They become bottlenecks and make decisions with inadequate information and advice. People complain about the decisions.

5

There is a noticeable sense of team play in planning, performance, and discipline; in short a sharing of responsibility.

Leaders feel alone in trying to get things done. Somehow, assignments, policies and procedures don’t get carried out as intended.

6

The judgment of group members is respected.

The judgment of employees is not respected outside the narrow limits of their job.

7

Collaboration is freely encouraged. People readily request the help of others and are willing to give in turn. Ways of helping one another are highly developed. Individuals and groups compete with one another. But they do so fairly and in the direction of organizational goals.

People compete rather than cooperate. They are very jealous in their area of responsibility. Seeking or accepting help if felt to be a sign of weakness. Offering help is unthought of. People distrust one another and backbiting is common. And the leader tolerates this.

8

When there is a crisis people quickly band together to work until the crisis is solved.

When there is a crisis people withdraw and start blaming one another.

9

Differing opinions are considered important to decision-making and personal growth. They are dealt with effectively in the open. People are professional and say what they need to say, and expect others to do the same.

Conflict is mostly hidden and governed by organizational politics and other games or arguments drag out and frustration grows.

10

There’s a great deal of on-the-job learning based on a willingness to give and seek, and use feedback and advice. People see themselves and others as capable of significant professional growth.

Learning is difficult. People don’t approach others to learn from them, but have to learn by their own mistakes; they reject the experience of others. They get little feedback on performance and much of that is not helpful.

11

Joint critiques of progress are routine.

Progress discussions are avoided.

12

Relationships are honest. Employees care about one another and do not feel alone.

Relationships are cheapened by maskmanship and image building. Employees feel alone and lack concern for one another.

13

Employees are turned on and are highly involved by choice. They’re optimistic. The workplace is important and fun. Why not?

Members of the group feel locked into their jobs. They feel stale and bored but are constrained by the need for security. Their behavior in meetings, for example, is listless and docile. It’s not much fun and they get their kicks elsewhere.

14

Leadership is flexible, shifting in style and emphasis to fit the situation.

The leader is a dominating parent to the organization.

15

There’s a high degree of trust amongst employees and a sense of freedom and mutual responsibility. People generally know what is important to the organization and what isn’t.

The leader tightly controls new ideas and demands excessive justification and allows little freedom to deviate.

16

Risk is accepted and valued for growth and development.

Minimizing risk has a high value.

17

Poor performance is confronted and a joint solution sought.

Poor performances is glossed over or handled arbitrarily.

18

Organizational structures, procedures and policies are fashioned to help employees get the job done and to protect the long-term health of the organization. They are changed as the situation demands.

Organizational structures, procedures and policies stifle the team. Employees take refugee in policies and procedures and play games with the structure.

19

There is a sense of order, yet a high rate of innovation. Old methods can be changed and often give way.

Tradition is the only answer.

20

The organization itself adapts swiftly to opportunities and other changes in the situation because every pair of eyes is watching, and every employee is participating.

Innovation is not widespread, but consolidated in the hands of a few.

21

Frustrations are rooted in the call to action. “It’s my/our responsibility to save the ship.”

Peoples swallow their frustrations. “I can do nothing, it’s their responsibility to save the ship.”

22

A lot of energy is devoted to developing and clarifying performance standards that make sense and pride in obtaining them develops throughout the organization.

Performance standards are not clear and often misinterpreted and don’t seem to relate to important results or customer concerns.