Innovation AuditAssentire® Team Edition Questionnaire 2015

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A diagnostic tool for exploring Team Performance & Organisational Character by Assentire Ltd. Specifically designed to identify a team’s potential and readiness to innovate & change in relation to the organisation as a whole.

Innovation AuditAssentire® Team Edition 2015

Published by Assentire Ltd © 2015 Rod Willis.

The Innovation Audit

Explore key aspects of Group Dynamics and Motivation

within the GTC Framework

Leadership

Motivation

Com

munic

atin

g C

hange

& P

erfo

rman

ce

Intr

a &

Inte

r

Gro

up D

ynam

ics

Managing C

hange

& Perform

ance

Personal

Dynam

ics

Culture

Purpose

Assentire©

GTC

Ask I commonly hear members of the team testing their own assumptions and inferences as well as those of others

Open Members of the team around here are happy to share relevant information, not keeping it private

Many Views When a team member expresses a different view or position, his or her reasoning is explored in a curious way, e.g. I wonder why you have that view?

Collaborate It is common that members of the team explore and design different approaches jointly rather than individually

Collective I see it all the time; members of the team want to hear the view of others, even those issues that may be seen elsewhere as ‘undiscussable’, such as the ‘elephant in the room’

Understand It is uncommon to see misunderstandings, unproductive conflict and defensiveness in the team

Trust There is quite a high level of trust across the team

Enhanced work-life quality

Over time, I have seen the quality of working life improve

A = Average of above values

1. Exploring Team Performance. Score in terms of your experience of the Team.

How strongly do you agree with the following? Where 0 = Not at all and 10 = Strongly Agree

Ask

Open

Many

views

Collaborate CollectiveUnderstand

Trust

Degraded

Work-life

Quality

Enhanced

Work-life

Quality

0 5 1010 5

Team Performance.Shade each segment to represent your score for each question.

Tell I commonly hear members of the team telling others what decision should be made or course of action should be taken

Closed When a team member is advocating their position, they do not share their reasoning

One View When a team member expresses a different view or position, their reasoning is not explored or asked for

Manipulate It is common that members of the team wanting to influence others do so by ‘easing in’. e.g. Don’t you think...it would be a good idea if we out sourced the work?

Individual I see it all the time; members of the team don’t want to hear another’s view in case they find theirs is not the best

Misunderstand It is common to see misunderstandings, unproductive conflict and defensiveness in the team

Mistrust There is quite a high level of mistrust across the team

Degraded work-life quality

Over time, I have seen the quality of working life decline

B = Average of above values

2. Exploring Team Performance. Score in terms of your experience of the Team.

How strongly do you agree with the following? Where 0 = Not at all and 10 = Strongly Agree

Team Performance.Shade each segment to represent your score for each question.

Tell

Clo

sed

One

view

ManipulateIndividual

Mis-understand

Mistrust

Degraded

Work-life

Quality

Enhanced

Work-life

Quality

0 5 1010 5

Collaboration People openly ask questions and are invited to participate in problem solving

Communication People actively listen and acknowledge perceptions of all team members

Choice Choices are offered within the organisation including clarification of responsibilities

Feedback Sincere, positive feedback is provided that is intuitive, factual and non-judgemental

Motivation Coercive controls such as rewards and comparisons with other are minimised

Development Talent is developed and knowledge shared to enhance competency and autonomy

Culture People actively look for conflict of interests without judgements or blame and negotiate any changes

Monitoring Monitoring and support is integrated at all times for all team members

Support There is awareness and control of the amount of Action and Learning required (assimilation demand), holding back where necessary

Change ‘Resistance to change’ is considered as a form of data, not perceiving people as always resistant

C = Average of above values

3. Exploring Organisational Character. This is considering the wider ‘context’ in which the team operates.

How strongly do you agree with the following? Where 0 = Not at all and 10 = Strongly Agree

Exploring Organisational Character.Shade each segment to represent your score for each question.

CollaborationC

omm

sC

ho

ice

Feedback

Change

Support

Mon

itor

Culture

Development Motivation

Team Alignment AuditPlotting Your Scores.

Organisational Character = C

Team

Per

form

ance

= (A

-B+

10

)/2

0 105

5

10Performers Innovators that Perform

Innovators Individualists

Once you have completed the questionnaire, calculated and plotted the score for Team Performance and Organisational Character on the Team Alignment Audit, you will be able to confirm what predominant type of team you have through the perceptions of those within the team.

Gaining different perspectives.Other ways the Innovation Audit can be used.

• For a team, have each member complete the self-assessment on their own, then bring the team together and see where each individual’s perspective appears on the plot

• If you have a large number of contributors, you may want to take advantage of the online profile, as we are able to create your collective plot and provide you with a comprehensive workshop to explore further what insights might be emerging

About Us We use a broad range of best-in-class profiling tools many recognised by the British Psychological Society (BPS). More recently we have been combining HC Analytics and Net Promoter Score (NPS) methods when we have needed to develop new tools.

For further information about this audit & other related material please get in touch and explore the world of leadership through our lenses.

www.assentire.netrod.willis@assentire.net+44(0) 7788 457 202.

Director of Assentire Ltd. Rod Willis

Published by Assentire Ltd © 2015 Rod Willis.