The Process One Team Culture Cycle Dimensions

defined by Sven Fissenewert and Dirk Gouder

Leadership

• The expectations of the leader towards the team and vice versa are well known.
• All parties concerned rate the leader’s managerial style, requirements, control and support as appropriate for the team and its situation.
• All important leadership performances are clearly defined and fulfilled.

• Each team member is well qualified for its tasks and may get further qualification for new requirements at short notice.
• Regular discussions between leader and team member(s) about current qualification needs are settled.

• Feedback as a method is well established and practised.
• Feedback is used regularly and appropriate to the situation.
• Personal attacks are rare.
• Feedbacks and possible learning of it are considered as resource.

• The goals are well known.
• They are fixed, agreed or self chosen and all team members identify with the goals.
• The goals are revisable and achievable.

Personal development

• The team members watch out for new experiences and challenges – together and individually.
• They have a feeling for relevant developments and look out for information specifically.
• They endeavor to get professional and multidisciplinary development.
• Personality is commissioned to the team but personal values keep their importance.

Quality of relevant interfaces

• The team has access to all relevant information of internal customers and service providers.
• All success critical parameters at important internal and external interfaces are defined, common and borne in mind.
• Client orders (also internal) are always clearly defined.
• The team has a well established contact and exchange with other groups.

• There’s enough space to develop, pick up and implement new ideas.
• Assuming risks and creative ways of thinking are encouraged appropriately.
• There’s an appropriate fault tolerance.

Work methods

• There are practical, systematic and effective ways for problem solving.
• Sufficient supporting and useful methods to support the team cooperation exist (moderation, jourfixe, etc.).
• The work methods are checked regularly concerning reasonability and efficiency.

Structure of work and information processes

• The team internal work and information processes are efficient.
• The essential processes are defined.
• They are adjusted to current developments.
• Each team member is informed appropriately and receives neither less nor more information than necessary.

Level of performance

• The team is always focused on the achievement of goals.
• The team has a clear focus on the defined performance.
• It allows frequent critical retrospects in order to use the cognitions directly for improvements.
• It feels permanently put on it’s mettle but not permanently overcharged.

Role in the over-all organization

• The function in the organization borne by the team is essential (from the organization’s point of view).
• There’s a clearly defined and meaningful role in the organization and associated resources.
• The team finds it place in planning and strategy processes in an appropriate manner.
• To a large extend , the team is self-reliant in its’ internal procedures.

Commitment

• The team members live rather to work than work for living.
• Energy and commitment are perceptible.
• Resignation can be found rarely and if, only with short-time presence.
• Support, motivation and team spirit are perceptible.

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