"Team Process Evaluation Form"

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Team Process Evaluation Sheet
1
There is a clear unity of purpose.
5
4
3
2
1
There is low unity of purpose – little or
There was free discussion of the
no evidence that the group is widely
objectives until members could
committed to common objectives or
commit themselves to them; the
that the objectives are meaningful to
objectives are meaningful to each
each member of the group.
group member.
2
The group is self-conscious about its
5
4
3
2
1
The group tends to avoid discussion of
own operations. The group has taken
its own maintenance. The group has
time to explicitly discuss group
taken little time to explicitly discuss
process – how the group will function
group process – how the group will
to achieve its objectives. The group
function to achieve its objectives. The
has a clear, explicit, and mutually
group does not have a clear, mutually
agreed-upon approach: mechanics,
agreed-upon approach: mechanics,
norms, expectations, rules, etc.
norms, expectations, rules, etc. There
Frequently, it will stop to examine how
is often much discussion after a
well it is doing or what may be
meeting of what was wrong and why,
interfering with its operation.
but this is seldom discussed within the
Whatever the problem may be, it gets
meeting itself.
open discussion and a solution found.
3
The group has set clear and
5
4
3
2
1
The group has low or ambiguous
demanding performance goals for
performance goals for itself. It has not
itself and has translated these
defined concrete milestones against
performance goals into well-defined
which it measures itself. The group
concrete milestones against which it
has not given itself the stimulus of a
measures itself. The group defines
continuous series of “small wins”
and achieves a continuous series of
along the way to larger goals.
“small wins” along the way to larger
goals.
4
The atmosphere tends to be informal,
5
4
3
2
1
The atmosphere is likely to reflect
comfortable, relaxed. There are no
either indifference (lots of side
obvious tensions, a working
conversations, whispering, etc.),
atmosphere in which people are
boredom, or tension. The group is not
involved & interested.
genuinely engaged.
5
There is a lot of discussion in which
5
4
3
2
1
A few people tend to dominate.
virtually everyone participates, but it
Sometimes their contributions are way
remains pertinent to the purpose of
off the point, but little is done by
the group. If discussion gets off track,
anyone in the group to keep the group
someone will bring it back in short
clearly on track. People do not really
order. The members listen to each
listen to each other. Ideas are ignored
other. Every idea is given a hearing.
or overridden. Conversations after
People are not afraid of being foolish
group meetings reveal that people
by putting forth a creative thought
failed to express ideas or feelings.
even if it seems extreme.
6
People are free in expressing their
5
4
3
2
1
Personal feelings are hidden. There is
feelings as well as their ideas.
fear that these are too explosive if
brought out.
1
Team Process Evaluation Sheet
1
There is a clear unity of purpose.
5
4
3
2
1
There is low unity of purpose – little or
There was free discussion of the
no evidence that the group is widely
objectives until members could
committed to common objectives or
commit themselves to them; the
that the objectives are meaningful to
objectives are meaningful to each
each member of the group.
group member.
2
The group is self-conscious about its
5
4
3
2
1
The group tends to avoid discussion of
own operations. The group has taken
its own maintenance. The group has
time to explicitly discuss group
taken little time to explicitly discuss
process – how the group will function
group process – how the group will
to achieve its objectives. The group
function to achieve its objectives. The
has a clear, explicit, and mutually
group does not have a clear, mutually
agreed-upon approach: mechanics,
agreed-upon approach: mechanics,
norms, expectations, rules, etc.
norms, expectations, rules, etc. There
Frequently, it will stop to examine how
is often much discussion after a
well it is doing or what may be
meeting of what was wrong and why,
interfering with its operation.
but this is seldom discussed within the
Whatever the problem may be, it gets
meeting itself.
open discussion and a solution found.
3
The group has set clear and
5
4
3
2
1
The group has low or ambiguous
demanding performance goals for
performance goals for itself. It has not
itself and has translated these
defined concrete milestones against
performance goals into well-defined
which it measures itself. The group
concrete milestones against which it
has not given itself the stimulus of a
measures itself. The group defines
continuous series of “small wins”
and achieves a continuous series of
along the way to larger goals.
“small wins” along the way to larger
goals.
4
The atmosphere tends to be informal,
5
4
3
2
1
The atmosphere is likely to reflect
comfortable, relaxed. There are no
either indifference (lots of side
obvious tensions, a working
conversations, whispering, etc.),
atmosphere in which people are
boredom, or tension. The group is not
involved & interested.
genuinely engaged.
5
There is a lot of discussion in which
5
4
3
2
1
A few people tend to dominate.
virtually everyone participates, but it
Sometimes their contributions are way
remains pertinent to the purpose of
off the point, but little is done by
the group. If discussion gets off track,
anyone in the group to keep the group
someone will bring it back in short
clearly on track. People do not really
order. The members listen to each
listen to each other. Ideas are ignored
other. Every idea is given a hearing.
or overridden. Conversations after
People are not afraid of being foolish
group meetings reveal that people
by putting forth a creative thought
failed to express ideas or feelings.
even if it seems extreme.
6
People are free in expressing their
5
4
3
2
1
Personal feelings are hidden. There is
feelings as well as their ideas.
fear that these are too explosive if
brought out.
1
7
There is disagreement and this is
5
4
3
2
1
Disagreements are not generally dealt
viewed as good. Disagreements are
with effectively by the group. They
not suppressed or overridden by
may be suppressed by those who fear
premature group action. The reasons
conflict, or there may be a “Tyranny of
are carefully examined, and the group
the Minority” in which an individual or
seeks to resolve them rather than
sub-group is so aggressive that the
dominate the dissenter. Dissenters
majority accedes to their wishes in
are not trying to dominate the group;
order to preserve the peace.
they have a genuine difference of
opinion. If there are basic
disagreements that cannot be
resolved, the group figures out a way
to live with them without letting them
block its efforts.
8
Most decisions are made at a point
5
4
3
2
1
Actions are often taken prematurely
where there is general agreement.
before the real issues are either
However, those who disagree with the
examined or resolved. There is
general agreement of the group do not
sometimes grousing after the meeting.
keep their opposition private and let
A simple majority is considered
an apparent consensus mask their
sufficient, and the minority is expected
disagreement. The group does not
to go along. The minority remains
accept a simple majority as a proper
resentful and uncommitted.
basis for action.
9
Each individual carries his or her own
5
4
3
2
1
There are one or more group
weight, meeting or exceeding the
members who do not carry their fair
expectations of other group members.
share, failing to meet expectations of
Each individual is respectful of the
other group members. One or more
mechanics of the group: arriving on
members are disrespectful of the
time, coming to meetings prepared,
mechanics of the group: arriving late,
completing agreed upon tasks on
coming unprepared, not completing
time, etc. When action is taken, clear
agreed upon tasks on time, etc.
assignments are made (who-what-
Action steps are either unclear (who-
when) and willingly accepted and
what-when) or some group members
completed by each group member.
are unwilling to accept and complete
action steps at an equal level to other
group members.
10
Criticism is frequent, frank, and
5
4
3
2
1
Criticism may be present, but it is
relatively comfortable. The criticism
tension-producing or hostile. Some
has a constructive flavor – oriented
people avoid giving constructive
toward removing an obstacle that
criticism.
faces the group.
11
The leadership of the group shifts from
5
4
3
2
1
There is dominant figure in the group
time to time. The issue is not who
who seeks to gain and retain power in
controls, but how to get the job done.
the group.
Sources: The Human Side of Enterprise by MacGregor and The Wisdom of Teams by Katzenbach and Smith.
2
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