TEAM LEARNING
Why use CCI?
ORGANISATIONAL CONTEXT
Examining company culture, clarity, interdependence, and team learning is crucial for understanding and improving team health and performance
These four elements form the foundation of how an organisation functions, adapts, and grows
Company culture shapes behaviour, decisionmaking, and employee satisfaction, directly impacting productivity and retention
Clarity ensures that all members of the team understand and align with its mission, goals, and individual roles, leading to more focused and effective efforts.
Interdependence reflects how well different parts of the team work together, sharing information and resources to achieve common objectives
Finally, team learning is vital for innovation, problem-solving, and continuous improvement, allowing the team to adapt to changing environments and stay competitive.
By assessing these areas, leaders can identify strengths to leverage and weaknesses to address, ultimately fostering a more cohesive, efficient, and resilient teams that can better navigate challenges and seize opportunities in today's dynamic business landscape
THE MODEL
UNDERSTANDING TEAM DYNAMICS
This assessment evaluates seven key areas essential for team success:
Clarity
How well the team understands its direction, roles, and priorities
Focus and Direction
Alignment and Drive
Interdependence
How effectively team members work together and rely on each other
Collaboration Coordination
Culture
The shared values and behaviours that shape the team's interactions
Values
Behaviours
Team Learning
The team's ability to grow, adapt, and improve collectively
Each area is rated using our Net Team Rating (NTR) system, ranging from 0 to 10, with sentiment labels providing additional context:
TEAM LEARNING OVERALL
We can discuss difficult issues without fear in this team: 8.4 (High)
Our environment is a safe space to take risks: 8.1 (High)
When we make mistakes they are not held against us: 8.3 (High)
We embrace diverse opinions and perspectives in this team: 7.4 (High)
Our culture makes it easy for us to ask for help: 7.1 (High)
We can be ourselves at work: 7.0 (Moderately High)
We believe that we share a positive intent towards one another: 7.6 (High)
We are aware of each oth ' h d b ild upon them: 7.4 (High)
7.7 Net Team Rating (High)
We create, safe, happy & high-performing cultures.
KEY OBSERVATIONS AND INSIGHTS
For Teams
Team Learning: 7.7 (High)
The team's overall score of 7.7 (High) demonstrates a robust learning environment with notable strengths in psychological safety The analysis reveals three key insights:
Strong Foundation in Core Safety
The highest scores in discussing difficult issues (8.4) and mistake tolerance (8 3) indicate that fundamental psychological safety is well-established This provides an excellent foundation for further growth and development.
Cultural Nuances
Whilst formal safety structures excel, the lower scores in being oneself at work (7 0) and asking for help (7 1) suggest informal cultural barriers may exist This gap between formal and informal dynamics presents a clear opportunity for targeted improvement
Development Opportunities
The contrast between high psychological safety scores and moderately high authenticity scores indicates that the team has built trust but needs to focus on translating this trust into more personal expression and proactive help-seeking behaviours
Maintain a learning journal, build helpseeking confidence, and actively share expertise within the team.
Engage in peer learning partnerships whilst contributing to the team's knowledge base and leading team initiatives
Practice active listening, offer proactive support, and participate in regular peer feedback sessions
For Leaders
Implement regular one-to-one checkins and anonymous feedback channels whilst maintaining psychological safety through dedicated learning-from-mistakes sessions
Establish a formal mentoring programme with clear metrics, supported by structured knowledgesharing sessions and capability assessments
opportunities for genuine selfexpression through team activities that celebrate risk-taking and diverse perspectives
FEEDBACK INSIGHTS
Q: "What do you believe is the most important part of our 'collective behaviour' that limits our success and why?"
Hierarchical Communication
The most prominent theme emerging from responses focuses on communication barriers between organisational levels Multiple respondents specifically cited "communication between hierarchies could be better" and "communication between higher ups and employees could be improved", suggesting a significant vertical communication gap
Management Effectiveness
Direct feedback about management appears twice with clear statements of "Management" and "Bad Managers" as limiting factors This indicates a perception of leadership challenges that may be impacting overall team effectiveness.
Operational Processes
Work allocation and process management emerged as a concern, with feedback suggesting "The way we are given jobs could be improved" This points to potential inefficiencies in task distribution and workflow management
Critical Insights
The predominant concern centres on vertical communication flows
Feedback suggests this isn't just about information sharing, but about the quality of interaction between different organisational levels.
The repetition of this theme across responses indicates a systemic rather than isolated issue Direct references to management effectiveness suggest leadership development opportunities The brevity of these responses ("Management", "Bad Managers") indicates potential frustration. This theme connects closely with the communication concerns, suggesting interrelated challenges Feedback about job allocation indicates operational inefficiencies
The focus on 'how' jobs are assigned rather than the work itself suggests process rather than capability issues.
