(a) The team is a collection of individuals rather than a group.
Team members have become aware of their differences, and the team
works in cliques or splinter groups rather than as a whole.
(c) Individual differences are not as important as strengths. Team members
accept their diversity and want to be part of a team, working together
to support each other.
(d) The team is a fully cohesive and interdependent unit that works
effectively together, with a ‘we’ rather than an ‘I’
(a) Team members are unsure of where their commitments lie.
(b) Team members feel little or no commitment to the team and are more
committed to their own goals.
(c) There is genuine commitment from most or all team members.
(d) Team members have a shared vision and are fully committed to the
team and its common goals.
(a) Communication is difficult as team members are unfamiliar with each
(b) Individual team members have privately held opinions, which they
do not share publicly.
(c) There is a reasonably open exchange of views in the team.
(d) Team members communicate openly and fully with each other and there
are no hidden agendas.
The team is anxious about the tasks it faces and looks to outside
(b) Confidence is growing at the individual level, but not in the team
as a whole.
(c) There is increasing confidence among team members in working together
to complete their tasks.
(d) The team is fully confident in carrying out its tasks together and
rejects outside authority.
Conflict sometimes arises out of uncertainty.
Competition is high and team members have a tendency to guard their
own attitudes, which can cause conflict.
(c) There is low emotional conflict, and any conflict that does arise
can be resolved fairly easily.
(d) Team members have developed good working relationships and feel
comfortable in risking confrontation if necessary.
(a) The leader needs to give clear guidance and therefore makes all
or most decisions.
(b) Decision-making is hard, because some team members are not willing
to give way, and compromise is frequent. The process of making decisions
is often dominated by the most vocal team members.
(c) Mutually agreed decisions are more likely than compromise, and if
there are any disagreements, these are negotiated.<
(d) Decisions agreed by everyone and the team is even confident enough
to delegate some decisions to individual team members.
(a) Team members are dependent on others, as they are anxious or unsure
of their roles or the team’s purpose.
(b) Team members are counter-dependent, as they resist the need to work
with each other, preferring to work alone or in small splinter groups.
(c) Team members are independent, as they are confident and effective
in their individual roles and in their contributions to the team.
(d) Team members are interdependent, i.e. the team works as one unit
in which all team members play an integral part and support each other.
(a) Team members are unsure of where they are going and do not feel
that they own the team mission/direction.
(b) Team members attempt to pursue their own agendas/directions and
there are sometimes disagreements about what direction the team should
(c) Most team members have a common focus and work together towards
(d) The team has a well-defined purpose and clear direction that is
shared by all.
(a) The leadership style is directive, laying down a clear structure
and direction, as the team needs guidance.
(b) There are concerns about team hierarchy and there are sometimes
challenges to the leadership. The leader therefore has an authoritative
(c) Leadership is sometimes shared, and the team is led by consensus.
The leader oversees the team, but with a non-intrusive role, and
team members share leadership of everyday tasks.
Individuals do not know others well enough to be motivated as a
Team members are driven by their individual motivations, often pushing
for position and power.
(c) Most team members are motivated by their ability to get the job
done as a team.
The team is fully motivated to achieving the team goals together.
Team members are unsure of their roles and find it difficult to
define the job that has to be done.
Team members often deny or resist their roles/responsibilities,
looking for reasons not to do them, as they are not yet fully confident
in taking them on.
(c) Team members have accepted and settled into their roles.
All team members are fully effective and efficient in their roles
and have a very clear idea of their responsibilities and how they
contribute to the team.
Trust has not yet started to develop, as team members are unfamiliar
with each other.
There is generally a lack of trust, with some members suspicious
of the team direction, or of others.
(c) Team members accept and trust each other.
Trust, loyalty and good working relationships are firmly established.
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