TEAM ASSESSMENT SCORING INSTRUCTIONS THE FIVE …

1 THE FIVE DYSFUNCTIONS OF A TEAMTEAM ASSESSMENTINTRODUCTIONThe primary purpose of this ASSESSMENT is to provide you with a sense of yourteam s unique strengths and areas for improvement. For a more accurate and holisticanalysis, we encourage your entire team to complete the ASSESSMENT . While theassessment itself provides an interesting perspective, its most important aspect is thediscussion it may provoke around specific Please assign a rating to each statement. It is essential to the accurate SCORING ofthis instrument. Please evaluate the statements honestly and be as objective as possible. Bethoughtful about your responses, but don t agonize over each response. Yourinitial gut feel is usually best.

2 Use the scale below to indicate how each statement applies to your team . Pleaseremember to use the entire scale (1 5) to represent your most accurate response. The ASSESSMENT should not take more than 15 minutes. When you have completedthe team ASSESSMENT , please transfer your ratings to the SCORING page. Tear off thatscoring page and return it to: _____Thank 2007 Patrick Lencioni. All rights Rating Scale:1 Never2 Rarely3 Sometimes4 Usually5 members admit their members are passionate and unguarded in their discussion of members are quick to point out the contributions and achievements of meetings are interesting and compelling (not boring). team meetings, the most important and difficult issues are members acknowledge their weaknesses to one members voice their opinions even at the risk of causing Rating Scale.

3 1 Never2 Rarely3 Sometimes4 Usually5 members point out one another s unproductive team has a reputation for high members ask for help without members leave meetings confident that everyone is committed to the decisionsthat were agreed discussions, team members challenge one another about how they arrived attheir conclusions and members ask one another for input regarding their areas of the team fails to achieve collective goals, each member takes personal responsi-bility to improve the team s members willingly make sacrifices in their areas for the good of the members are quick to confront peers about problems in their respective areas members acknowledge and tap into one another s skills and members solicit one another s opinions during members end discussions with clear and specific resolutions and calls to members question one another about their current approaches and team ensures that poor performers feel pressure and the expectation to members willingly apologize to one members communicate unpopular opinions to the team is clear about its direction and members are slow to

4 Seek credit for their own members of the team are held to the same high conflict occurs, the team confronts and deals with the issue before moving toanother team is aligned around common team consistently achieves its team is decisive, even when perfect information is not members value collective success more than individual members are unguarded and genuine with one members can comfortably discuss their personal lives with one team sticks to members consistently follow through on promises and members offer unprovoked, constructive feedback to one members place little importance on titles and status. (A high score on this state-ment indicates that titles and status are NOT important to team members.)

5 Members support group decisions even if they initially 2007 Patrick Lencioni. All rights 2007 Patrick Lencioni. All rights Name (Optional) team ASSESSMENT SCORING INSTRUCTIONS1. Transfer your ratings from the statement on the team Assessmentto the corresponding blanks below. Make certain that the numberyou assigned to each statement is transferred to the Add the columns and fill in the To determine the average score for each fundamental, divide the totalscore by the number indicated below the total for each 8 8 7 7 8 AVERAGEAVERAGEAVERAGEAVERAGEAVERAGENote on Group ScoringTo determine the average team score for each fundamental add the individ-ual s total scores and divide by the number of participants.

6 You can use thegrid on the back of this page to interpret the 11/3/06 4:32 PM Page 1 COPYRIGHTED MATERIALBASED ON THE NEW YORK TIMESBEST-SELLERTHE FIVE DYSFUNCTIONS OF A TEAMTheFIVEDYSFUNCTIONSof aTEAMC opyright 2007 by Patrick by PfeifferA Wiley Imprint989 Market Street, San Francisco, CA 94103-1741 part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means,electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 ofthe 1976 United States Copyright Act, without either the prior written permission of the publisher, or authorization throughpayment of the appropriate per-copy fee to the Copyright Clearance Center, Inc.

7 , 222 Rosewood Drive, Danvers, MA01923, 978-750-8400, fax 978-646-8600, or on the Web at Requests to the publisher for permissionshould be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, 201-748-6011, fax 201-748-6008, or online at books and products are available through most bookstores. To contact Pfeiffer directly call our Customer CareDepartment within the at 800-956-7739, outside the at 317-572-3986, or fax also publishes its books in a variety of electronic formats. Some content that appears in print may not be availablein electronic additional copies of the team ASSESSMENT ,please contact Customer : 0-7879-8618-6 Printed in the United States of AmericaPrinting10987654321 team ASSESSMENTPATRICK LENCIONIAUTHOR OF SILOS, POLITICS,AND TURF WARSC opyright 2007 Patrick Lencioni.

8 All rights INTERPRETATIONT rustConflictCommitmentAccountabilityResu ltsHighAverage score of and aboveYour team hascreated an environ-ment where vulnera-bility and opennessare the team is comfort-able engaging inunfiltered discussionaround team is ableto buy-in to cleardecisions leaving littleroom for ambiguityand team does nothesitate to confrontone another aboutperformance andbehavioral team valuescollective outcomes more than individualrecognition andattainment of score of team may need toget more comfortablebeing vulnerable andopen with one anotherabout individual strengths,weaknesses, mistakes andneeds for team may need tolearn to engage in moreunfiltered discussionaround important team may struggle attimes to buy-in to cleardecisions.

9 This could becreating ambiguity withinthe team may behesitating to confrontone another about per-formance and of your teammay be placing too muchimportance on individualor departmental recogni-tion and ego, rather thanfocusing on the collectivegoals of the score and belowYour team lacksnecessary levelsof openness andvulnerability aboutindividual strengths,weaknesses, mistakesand needs for team is notcomfortable engagingin unfiltereddiscussion aroundimportant team is not ableto buy-in to cleardecisions, leavingroom for ambiguityand team hesitatesto confront oneanother aboutperformance andbehavioral team needs toplace greater valueon the collectiveachievement ofoutcomes, rather thanindividual or depart-mental recognitionand 11/3/06 4:32 PM Page 2