Team Effectiveness Survey

Instructions: Use the scale below to indicate how each statement applies to your team. It is important to evaluate the statements honestly and accurately.

1. Peers address performance problems with peers directly (such as missing a deadline or commitment).
Usually
Sometimes
Rarely
2. Team members surface concerns they have about the peer's plans and approaches with that peer directly.
Usually
Sometimes
Rarely
3. The supervisor invites team members to challenge his/her ideas seeking a better outcome.
Usually
Sometimes
Rarely
4. Peers give the appearance of agreement in a meeting or with the supervisor, but later express their misgivings about the decision to others who cannot do anything about it.
Usually
Sometimes
Rarely
5. Members of the team consider their primary role is to represent their own department and subordinates while their secondary role is to represent the organization and their supervisor. That is, they champion the goals or activities of their department more than they champion the cause of the organization.
Usually
Sometimes
Rarely
6. Peers are just as concerned with not letting down a peer as not letting down the supervisor.
Usually
Sometimes
Rarely
7. The team tends to cycle back to the same topics meeting after meeting.
Usually
Sometimes
Rarely
8. At the end of meetings clear assignments are made with specific dates for completion.
Usually
Sometimes
Rarely
9. It is fun and satisfying to be a member of this team; that is, we enjoy working together.
Usually
Sometimes
Rarely
10. Subordinates sugarcoat difficult feedback to peers to avoid damaging their working relationship.
Usually
Sometimes
Rarely
11. Team members are quick to seek recognition for their own contributions, but slow to acknowledge the contributions of peers.
Usually
Sometimes
Rarely
12. We follow-up on assignments and address areas of poor performance with candor and respect.
Usually
Sometimes
Rarely
13. All members of the team candidly and respectfully surface concerns about their supervisor with the supervisor directly.
Usually
Sometimes
Rarely
14. Team members are more concerned with and focused on their own department's results than the results of the overall organization.
Usually
Sometimes
Rarely
15. If the supervisor were to ask each team member this question (without other team members present): "What is the mutual purpose in our organization?" the responses would be essentially the same.
Usually
Sometimes
Rarely
16. Team members willingly make sacrifices (such as headcount, equipment resources, and budget) for the good of the organization.
Usually
Sometimes
Rarely
17. The supervisor has a genuine curiosity about different perspectives or approaches to his/her ideas.
Usually
Sometimes
Rarely
18. The supervisor incorporates ideas from subordinates even if these ideas are different from his/her ideas for a better solution or result.
Usually
Sometimes
Rarely
19. Morale is significantly affected by failing to achieve team or organizational goals.
Usually
Sometimes
Rarely
20. When a decision is made by the supervisor or team, there is little evidence of that decision being implemented throughout the organization (noticeable behavioral change at all levels).
Usually
Sometimes
Rarely
21. Our team has clear goals. We know what is expected in terms of our work.
Usually
Sometimes
Rarely
22. Team members generally leave a meeting with less energy than before the meeting.
Usually
Sometimes
Rarely
23. Each team member is highly competent in his/her area of responsibility.
Usually
Sometimes
Rarely
24. Members of the team speak highly of the accomplishments and competence of peers when those peers are not present.
Usually
Sometimes
Rarely
25. We have “silos” in our organization where departments tend not to collaborate or communicate as well with other departments as they do within their own department.
Usually
Sometimes
Rarely
 
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