5MinAssess OrgAssoc

VALIDATION
PURPOSE
INSTRUCTIONS: Clarify the scope of your assessment. Are you focusing on a specific work area or department or on the overall organization? Then complete the section below, checking a box (1 to 7) to note your level of disagreement or agreement with each statement. Af ter people complete the assessment on their own, meet to compare perspectives. Use the bottom section to begin interpreting the results and deciding how to take action.
ASSESSMENT
SCALE:
5 -MINUTE
from BetterWorkplaceNow.com
DIRECTION
IN MY WORKPLACE...
1
The work is about more than just work. There is a larger purpose (mission) that goes beyond delivering services, meeting customer expectations, or even being the best in a given field. Staff know and understand this larger purpose. The mission has an emotional impact on staff, inspiring them to do their best. People talk about their mission and look for ways to make the workplace more mission-driven. When decisions are made, the mission wins out over rules and bureaucracy.
1 = very strongly disagree 2 = strongly disagree 3 = disagree 4 = neutral; neither disagree nor agree 5 = agree 6 = strongly agree 7 = very strongly agree
RELEVANCE
MISSION KEYS: PURPOSE
2 3 4 5
Add the numbers in all the boxes you checked, and put the total here
Interpreting the results and taking action

5 -15 DANGER ZONE: Analyze the situation to understand why a sense of purpose is in short supply. Go beyond symptoms to uncover root causes. Use the insights to develop specific improvement steps. Select one action as the top priority. Meet regularly to check progress, share lessons, celebrate successes, and decide on new action ideas. 16-24 IMPROVEMENT NEEDED: Identify specific workplace practices that seem to work against purpose. Then focus on the positives, sharing any examples from the past six months in which purpose was alive and well in the workplace. Develop action steps some that require group involvement, others that can be done individually. 25-30 MORE PROGRESS POSSIBLE: Instead of resting on your laurels, pose a few key questions: Whos doing what to make purpose a workplace strength? How are they making it happen? How is this helping the workplace? What can be done to achieve even more progress? Craft one or two action steps aimed at making a good thing better. 31-35 OUTSTANDING: Share stories from the recent past that show purpose in action. What factors come together to make purpose so strong? How can these great practices be used to improve other aspects of the workplace?
Copyright 2005, 2008 Tom Terez Workplace Solutions, Inc. All rights reserved.
Organization/Association edition, version 2.1
If you signed up for access to the improvement tools at BetterWorkplaceNow.com and received a User ID and Password, you are permitted to download any of the 5-Minute Assessments, make copies (paper and/or electronic), and use them within your organization. If you have not yet signed up, go to BetterWorkplaceNow.com/improvement. The assessments must be used as-is in their entirety; changes or adaptations are prohibited. The sale, other redistribution, or circulation of 5-Minute Assessments beyond your organization is prohibited without the prior written consent of Tom Terez Workplace Solutions, Inc. Visit BetterWorkplaceNow.com or contact mail@BetterWorkplaceNow.com.
VALIDATION
DIRECTION
ASSESSMENT
SCALE:
5 -MINUTE
DIRECTION
IN MY WORKPLACE...
1
A compelling vision of the future draws people in a common direction.
RELEVANCE
PURPOSE
There are measurable goals and objectives that align with the vision.
Staff understand and are committed to the vision, goals, and objectives.
MISSION KEYS:
They use these direction-setting elements to shape what they do and how they do it.
People are widely involved in developing and updating the vision, goals, and objectives.

5 -15 DANGER ZONE: Analyze the situation to understand why a sense of direction is in short supply. Go beyond symptoms to uncover root causes. Use the insights to develop specific improvement steps. Select one action as the top priority. Meet regularly to check progress, share lessons, celebrate successes, and decide on new action ideas. 16-24 IMPROVEMENT NEEDED: Identify specific workplace practices that seem to work against direction. Then focus on the positives, sharing any examples from the past six months in which direction was alive and well in the workplace. Develop action steps some that require group involvement, others that can be done individually. 25-30 MORE PROGRESS POSSIBLE: Instead of resting on your laurels, pose a few key questions: Whos doing what to make direction a workplace strength? How are they making it happen? How is this helping the workplace? What can be done to achieve even more progress? Craft one or two action steps aimed at making a good thing better. 31-35 OUTSTANDING: Share stories from the recent past that show direction in action. What factors come together to make direction so strong? How can these great practices be used to improve other aspects of the workplace?
VALIDATION
RELEVANCE
ASSESSMENT
SCALE:
5 -MINUTE
RELEVANCE
IN MY WORKPLACE...
1
Staff spend their work time on important activities that relate to the mission.
PURPOSE DIRECTION
They keep a critical eye on what they do, raising concerns when they are stuck with meaningless busywork.
3 4 5
Rules and red tape are kept to a minimum.
MISSION KEYS:
Meetings are useful and productive.
New projects and work activities are undertaken only if they fit the mission.

5 -15 DANGER ZONE: Analyze the situation to understand why relevance, as defined above, is lacking. Go beyond symptoms to uncover root causes. Use the insights to develop specific improvement steps. Select one action as the top priority. Meet regularly to check progress, share lessons, celebrate successes, and decide on new action ideas. 16-24 IMPROVEMENT NEEDED: Identify specific workplace practices that seem to work against relevance. Then focus on the positives, sharing any examples from the past six months in which relevance was alive and well in the workplace. Develop action steps some that require group involvement, others that can be done individually. 25-30 MORE PROGRESS POSSIBLE: Instead of resting on your laurels, pose a few key questions: Whos doing what to make relevance a workplace strength? How are they making it happen? How is this helping the workplace? What can be done to achieve even more progress? Craft one or two action steps aimed at making a good thing better. 31-35 OUTSTANDING: Share stories from the recent past that show relevance in action. What factors come together to make relevance so strong? How can these great practices be used to improve other aspects of the workplace?
VALIDATION
VALIDATION
ASSESSMENT
SCALE:
5 -MINUTE
PURPOSE DIRECTION RELEVANCE
IN MY WORKPLACE...
1 2 3
Staff can see the positive impact of their work. They can see how these results contribute to a mission that is bigger than the work itself. There is frequent contact with customers (internal and/or external), giving staff members the chance to interact directly with people who benefit from their work. At the end of a big project, people take time to savor and celebrate their accomplishments. A set of meaningful measures is used to track progress and results.
MISSION KEYS:
4 5

5 -15 DANGER ZONE: Analyze the situation to understand why this notion of validation is in short supply. Go beyond symptoms to uncover root causes. Use the insights to develop specific improvement steps. Select one action as the top priority. Meet regularly to check progress, share lessons, celebrate successes, and decide on new action ideas. 16-24 IMPROVEMENT NEEDED: Identify specific workplace practices that seem to work against validation. Then focus on the positives, sharing any examples from the past six months in which validation was alive and well in the workplace. Develop action steps some that require group involvement, others that can be done individually. 25-30 MORE PROGRESS POSSIBLE: Instead of resting on your laurels, pose a few key questions: Whos doing what to make validation a workplace strength? How are they making it happen? How is this helping the workplace? What can be done to achieve even more progress? Craft one or two action steps aimed at making a good thing better. 31-35 OUTSTANDING: Share stories from the recent past that show validation in action. What factors come together to make validation so strong? How can these great practices be used to improve other aspects of the workplace?
EQUALITY INFORMALITY FLEXIBILITY OWNERSHIP
RESPECT
ASSESSMENT
SCALE:
5 -MINUTE
IN MY WORKPLACE...
1
People show respect for one another regardless of rank and title. When decisions are made, care is taken to evaluate how each option might affect people. People are treated like adults. The golden rule is alive and well throughout the workplace: People treat each other as they would want to be treated. When problems arise, the fix is aimed at the system or process and not at people.
PEOPLE KEYS: RESPECT
3 4

5 -15 DANGER ZONE: Analyze the situation to understand why respect is in short supply. Go beyond symptoms to uncover root causes. Use the insights to develop specific improvement steps. Select one action as the top priority. Meet regularly to check progress, share lessons, celebrate successes, and decide on new action ideas. 16-24 IMPROVEMENT NEEDED: Identify specific workplace practices that seem to work against respect. Then focus on the positives, sharing any examples from the past six months in which respect was alive and well in the workplace. Develop action steps some that require group involvement, others that can be done individually. 25-30 MORE PROGRESS POSSIBLE: Instead of resting on your laurels, pose a few key questions: Whos doing what to make respect a workplace strength? How are they making it happen? How is this helping the workplace? What can be done to achieve even more progress? Craft one or two action steps aimed at making a good thing better. 31-35 OUTSTANDING: Share stories from the recent past that show respect in action. What factors come together to make respect so strong? How can these great practices be used to improve other aspects of the workplace?
INFORMALITY FLEXIBILITY OWNERSHIP
EQUALITY
ASSESSMENT
SCALE:
5 -MINUTE
IN MY WORKPLACE...
1
There is a sense that were all in this together, even though people have different jobs, titles, and salaries. People are treated with equal respect. All work units, departments, and other areas have equal status. At meetings and other gatherings, titles tend to fall away, opening the way to free-flowing dialogue. The workplace is free of the physical cues of inequality: privileged parking for senior managers, sharply different work areas and working conditions, special recognition for certain groups, etc.
EQUALITY
2 3 4 5
RESPECT
PEOPLE KEYS:

5 -15 DANGER ZONE: Analyze the situation to understand why equality is in short supply. Go beyond symptoms to uncover root causes. Use the insights to develop specific improvement steps. Select one action as the top priority. Meet regularly to check progress, share lessons, celebrate successes, and decide on new action ideas. 16-24 IMPROVEMENT NEEDED: Identify specific workplace practices that seem to work against equality. Then focus on the positives, sharing any examples from the past six months in which equality was alive and well in the workplace. Develop action steps some that require group involvement, others that can be done individually. 25-30 MORE PROGRESS POSSIBLE: Instead of resting on your laurels, pose a few key questions: Whos doing what to make equality a workplace strength? How are they making it happen? How is this helping the workplace? What can be done to achieve even more progress? Craft one or two action steps aimed at making a good thing better. 31-35 OUTSTANDING: Share stories from the recent past that show equality in action. What factors come together to make equality so strong? How can these great practices be used to improve other aspects of the workplace?
FLEXIBILITY OWNERSHIP
INFORMALITY
ASSESSMENT
SCALE:
5 -MINUTE
INFORMALITY
IN MY WORKPLACE...
1 2
People with offices have an open-door policy. When it comes to workplace attire, people exercise their good judgment, wearing what is appropriate for the situation.
RESPECT EQUALITY
People are comfortable decorating their work areas with photos, plants, mementos, etc.
PEOPLE KEYS:
The end of a major project can turn into an impromptu celebration.
There is a widespread belief that work and fun can go hand in hand.

5 -15 DANGER ZONE: Analyze the situation to understand why informality is in short supply. Go beyond symptoms to uncover root causes. Use the insights to develop specific improvement steps. Select one action as the top priority. Meet regularly to check progress, share lessons, celebrate successes, and decide on new action ideas. 16-24 IMPROVEMENT NEEDED: Identify specific workplace practices that seem to work against informality. Then focus on the positives, sharing any examples from the past six months in which informality was alive and well in the workplace. Develop action steps some that require group involvement, others that can be done individually. 25-30 MORE PROGRESS POSSIBLE: Instead of resting on your laurels, pose a few key questions: Whos doing what to make informality a workplace strength? How are they making it happen? How is this helping the workplace? What can be done to achieve even more progress? Craft one or two action steps aimed at making a good thing better. 31-35 OUTSTANDING: Share stories from the recent past that show informality in action. What factors come together to make it so strong? How can these great practices be used to improve other aspects of the workplace?
OWNERSHIP
FLEXIBILITY
ASSESSMENT
SCALE:
5 -MINUTE
FLEXIBILITY
RESPECT EQUALITY INFORMALITY
IN MY WORKPLACE...
1
Good judgment is always used when applying rules and policies. If a rule, policy, or procedure stands in the way of great service to a customer, the customer takes priority. Issues and problems involving one or two people are addressed on a case-by-case basis and rarely result in the creation of new workplace rules.
PEOPLE KEYS:
4 5
Staff are more mission-driven than rule-driven. People are trusted to do the right thing.

5 -15 DANGER ZONE: Analyze the situation to understand why flexibility is in short supply. Go beyond symptoms to uncover root causes. Use the insights to develop specific improvement steps. Select one action as the top priority. Meet regularly to check progress, share lessons, celebrate successes, and decide on new action ideas. 16-24 IMPROVEMENT NEEDED: Identify specific workplace practices that seem to work against flexibility. Then focus on the positives, sharing any examples from the past six months in which flexibility was alive and well in the workplace. Develop action steps some that require group involvement, others that can be done individually. 25-30 MORE PROGRESS POSSIBLE: Instead of resting on your laurels, pose a few key questions: Whos doing what to make flexibility a workplace strength? How are they making it happen? How is this helping the workplace? What can be done to achieve even more progress? Craft one or two action steps aimed at making a good thing better. 31-35 OUTSTANDING: Share stories from the recent past that show flexibility in action. What factors come together to make flexibility so strong? How can these great practices be used to improve other aspects of the workplace?
OWNERSHIP
OWNERSHIP
ASSESSMENT
SCALE:
5 -MINUTE
RESPECT EQUALITY INFORMALITY FLEXIBILITY
IN MY WORKPLACE...
1 2 3
People view themselves as owners of their work and act accordingly. The people who do the work shape how that work is done. Front-line staff routinely make their own decisions and judgment calls instead of going to a supervisor or manager to ask for permission or be told what to do. Information and data are widely available to everyone. (Not included, of course, are personnel records and other confidential files.) Change is done by people instead of to people. Co-creation is the method of choice for setting direction, developing ideas, and seizing opportunities.
PEOPLE KEYS:

5 -15 DANGER ZONE: Analyze the situation to understand why a sense of ownership is in short supply. Go beyond symptoms to uncover root causes. Use the insights to develop specific improvement steps. Select one action as the top priority. Meet regularly to check progress, share lessons, celebrate successes, and decide on new action ideas. 16-24 IMPROVEMENT NEEDED: Identify specific workplace practices that seem to work against ownership. Then focus on the positives, sharing any examples from the past six months in which ownership was alive and well in the workplace. Develop action steps some that require group involvement, others that can be done individually. 25-30 MORE PROGRESS POSSIBLE: Instead of resting on your laurels, pose a few key questions: Whos doing what to make ownership a workplace strength? How are they making it happen? How is this helping the workplace? What can be done to achieve even more progress? Craft one or two action steps aimed at making a good thing better. 31-35 OUTSTANDING: Share stories from the recent past that show ownership in action. What factors come together to make it so strong? How can these great practices be used to improve other aspects of the workplace?
DEVELOPMENT KEYS: CHALLENGE INVENTION SUPPORT PERSONAL DEVELOPMENT
CHALLENGE
ASSESSMENT
SCALE:
5 -MINUTE
IN MY WORKPLACE...
1
People are in work situations that allow them to make full use of their know-how and skills. The workplace offers all sorts of challenges to staff who want them. The challenges are demanding yet doable. When problems and opportunities arise, front-line staff can get deeply involved in analysis and action-planning. Managers and leaders understand the difference between providing positive challenges and simply piling on more work.
3 4

5 -15 DANGER ZONE: Analyze the situation to understand why challenge is in short supply. Go beyond symptoms to uncover root causes. Use the insights to develop specific improvement steps. Select one action as the top priority. Meet regularly to check progress, share lessons, celebrate successes, and decide on new action ideas. 16-24 IMPROVEMENT NEEDED: Identify specific workplace practices that seem to work against challenge. Then focus on the positives, sharing any examples from the past six months in which challenge was alive and well in the workplace. Develop action steps some that require group involvement, others that can be done individually. 25-30 MORE PROGRESS POSSIBLE: Instead of resting on your laurels, pose a few key questions: Whos doing what to make challenge a workplace strength? How are they making it happen? How is this helping the workplace? What can be done to achieve even more progress? Craft one or two action steps aimed at making a good thing better. 31-35 OUTSTANDING: Share stories from the recent past that show challenge in action. What factors come together to make challenge so strong? How can these great practices be used to improve other aspects of the workplace?
INVENTION
ASSESSMENT
SCALE:
5 -MINUTE
IN MY WORKPLACE...
1
Risk-taking in the name of improvement and innovation is strongly encouraged.
2 3
People are comfortable using their creativity.
The workplace is full of opportunities to be inventive.
People are open to new ideas, and the way of doing things is always evolving.
Improvement and innovation are seen as everyones responsibility.

5 -15 DANGER ZONE: Analyze the situation to understand why invention is in short supply. Go beyond symptoms to uncover root causes. Use the insights to develop specific improvement steps. Select one action as the top priority. Meet regularly to check progress, share lessons, celebrate successes, and decide on new action ideas. 16-24 IMPROVEMENT NEEDED: Identify specific workplace practices that seem to work against invention. Then focus on the positives, sharing any examples from the past six months in which invention was alive and well in the workplace. Develop action steps some that require group involvement, others that can be done individually. 25-30 MORE PROGRESS POSSIBLE: Instead of resting on your laurels, pose a few key questions: Whos doing what to make invention a workplace strength? How are they making it happen? How is this helping the workplace? What can be done to achieve even more progress? Craft one or two action steps aimed at making a good thing better. 31-35 OUTSTANDING: Share stories from the recent past that show invention in action. What factors come together to make invention so strong? How can these great practices be used to improve other aspects of the workplace?
PERSONAL DEVELOPMENT
SUPPORT
ASSESSMENT
SCALE:
5 -MINUTE
SUPPORT
IN MY WORKPLACE...
1
People have access to the resources they need to be successful in their work: information, time, funding, learning opportunities, equipment, etc. When a person or group takes on a project, they know that the rest of the organization is behind them. When managers get involved in day-to-day work, they coach and facilitate rather than tell people what to do. People have confidence in their managers and seek them out when a situation calls for coaching. Support is seen as everyones responsibility, rather than something that only management can provide.
CHALLENGE INVENTION
DEVELOPMENT KEYS:
4 5

5 -15 DANGER ZONE: Analyze the situation to understand why support is in short supply. Go beyond symptoms to uncover root causes. Use the insights to develop specific improvement steps. Select one action as the top priority. Meet regularly to check progress, share lessons, celebrate successes, and decide on new action ideas. 16-24 IMPROVEMENT NEEDED: Identify specific workplace practices that seem to work against support. Then focus on the positives, sharing any examples from the past six months in which support was alive and well in the workplace. Develop action steps some that require group involvement, others that can be done individually. 25-30 MORE PROGRESS POSSIBLE: Instead of resting on your laurels, pose a few key questions: Whos doing what to make support a workplace strength? How are they making it happen? How is this helping the workplace? What can be done to achieve even more progress? Craft one or two action steps aimed at making a good thing better. 31-35 OUTSTANDING: Share stories from the recent past that show support in action. What factors come together to make support so strong? How can these great practices be used to improve other aspects of the workplace?
PERSONAL DEVELOPMENT
ASSESSMENT
SCALE:
5 -MINUTE
IN MY WORKPLACE...
1
Training is seen as an investment and not as an expense.
The workplace provides opportunities to learn and grow.
Internal job-changing is valued as a way for people to develop their skills and experience.
4 5
People take responsibility for their own development.
When people return from training programs and conferences, they can apply what they learned.

5 -15 DANGER ZONE: Analyze the situation to learn why personal development is in short supply. Go beyond symptoms to uncover root causes. Use the insights to develop specific improvement steps. Select one action as the top priority. Meet regularly to check progress, share lessons, celebrate successes, and decide on new action ideas. 16-24 IMPROVEMENT NEEDED: Identify specific workplace practices that seem to work against personal development. Then focus on the positives, sharing any examples from the past six months in which personal development was alive and well in the workplace. Develop action steps some that require a group, others that can be done individually. 25-30 MORE PROGRESS POSSIBLE: Instead of resting on your laurels, pose a few key questions: Whos doing what to make personal development a workplace strength? How are they making it happen? How is this helping the workplace? What can be done to achieve more progress? Craft one or two action steps to make a good thing better. 31-35 OUTSTANDING: Share stories from the recent past that show personal development in action. What factors come together to make it so strong? How can these great practices be used to improve other aspects of the workplace?
RELATIONSHIP-BUILDING SERVICE ACKNOWLEDGMENT ONENESS
DIALOGUE
ASSESSMENT
SCALE:
5 -MINUTE
IN MY WORKPLACE...
1
People understand the difference between dialogue (which is all about gaining a deeper understanding through different perspectives) and debate or discussion. People at all levels talk about work-related problems, issues, and opportunities. Conversations go beyond surface issues, with people opening up and saying what is truly on their minds. As conversations unfold, people set aside their own opinions and assumptions in order to reach a deeper collective understanding. The dialogue is ongoing and not a rare event in which people come together for a brief exchange, then go back to business as usual.
2 3
COMMUNITY KEYS: DIALOGUE

5 -15 DANGER ZONE: Analyze the situation to understand why dialogue is in short supply. Go beyond symptoms to uncover root causes. Use the insights to develop specific improvement steps. Select one action as the top priority. Meet regularly to check progress, share lessons, celebrate successes, and decide on new action ideas. 16-24 IMPROVEMENT NEEDED: Identify specific workplace practices that seem to work against dialogue. Then focus on the positives, sharing any examples from the past six months in which dialogue was alive and well in the workplace. Develop action steps some that require group involvement, others that can be done individually. 25-30 MORE PROGRESS POSSIBLE: Instead of resting on your laurels, pose a few key questions: Whos doing what to make dialogue a workplace strength? How are they making it happen? How is this helping the workplace? What can be done to achieve even more progress? Craft one or two action steps aimed at making a good thing better. 31-35 OUTSTANDING: Share stories from the recent past that show dialogue in action. What factors come together to make dialogue so strong? How can these great practices be used to improve other aspects of the workplace?
COMMUNITY KEYS: DIALOGUE RELATIONSHIP-BUILDING SERVICE ACKNOWLEDGMENT ONENESS
RELATIONSHIP-BUILDING
ASSESSMENT
SCALE:
5 -MINUTE
IN MY WORKPLACE...
1
Staff members understand the importance of building positive relationships with one another. They also see the value of having close relationships with suppliers, external customers, and other stakeholders. Workdays are filled with opportunities to build relationships. The work area is designed in a way that allows for mingling, conversation, and teamwork. People make a point of reaching out to one another.

5 -15 DANGER ZONE: Analyze the situation to learn why relationship-building is in short supply. Go beyond symptoms to uncover root causes. Use the insights to develop specific improvement steps. Select one action as the top priority. Meet regularly to check progress, share lessons, celebrate successes, and decide on new action ideas. 16-24 IMPROVEMENT NEEDED: Identify specific workplace practices that seem to work against relationship-building. Then focus on the positives, sharing any examples from the past six months in which relationship-building was alive and well in the workplace. Develop action steps some that require a group, others that can be done individually. 25-30 MORE PROGRESS POSSIBLE: Instead of resting on your laurels, pose a few key questions: Whos doing what to make relationship-building a workplace strength? How are they making it happen? How is this helping the workplace? What can be done to achieve more progress? Craft one or two action steps to make a good thing better. 31-35 OUTSTANDING: Share stories from the recent past that show relationship-building in action. What factors come together to make it so strong? How can these great practices be used to improve other aspects of the workplace?
ACKNOWLEDGMENT ONENESS
SERVICE
ASSESSMENT
SCALE:
5 -MINUTE
SERVICE
IN MY WORKPLACE...
1 2 3 4
People can identify their primary customers or customer groups. There is an ongoing conversation on how to serve customers better. When a colleague or customer needs help, people are quick to take action. Staff members have all sorts of opportunities to help one another. These can be formal (mentoring programs, training, apprenticeships, etc.) and informal (impromptu coaching, pitching in to help with a task, etc.). People actively look for ways to help each other.
DIALOGUE RELATIONSHIP-BUILDING
COMMUNITY KEYS:

5 -15 DANGER ZONE: Analyze the situation to understand why a spirit of service is in short supply. Go beyond symptoms to uncover root causes. Use the insights to develop specific improvement steps. Select one action as the top priority. Meet regularly to check progress, share lessons, celebrate successes, and decide on new action ideas. 16-24 IMPROVEMENT NEEDED: Identify specific workplace practices that seem to work against service. Then focus on the positives, sharing any examples from the past six months in which service was alive and well in the workplace. Develop action steps some that require group involvement, others that can be done individually. 25-30 MORE PROGRESS POSSIBLE: Instead of resting on your laurels, pose a few key questions: Whos doing what to make service a workplace strength? How are they making it happen? How is this helping the workplace? What can be done to achieve even more progress? Craft one or two action steps aimed at making a good thing better. 31-35 OUTSTANDING: Share stories from the recent past that show service in action. What factors come together to make service so strong? How can these great practices be used to improve other aspects of the workplace?
ONENESS
ACKNOWLEDGMENT
ASSESSMENT
SCALE:
5 -MINUTE
ACKNOWLEDGMENT
DIALOGUE RELATIONSHIP-BUILDING SERVICE
IN MY WORKPLACE...
1 2 3 4
Genuine appreciation and admiration are at the heart of all acknowledgment in the workplace. Acknowledgment is never used to stir up internal competition between individuals or work areas. People are routinely acknowledged for a job well done. They are also acknowledged for the hard work, creativity, and commitment that go into those successes and into the many other activities still under way. When efforts and achievements are celebrated, thanks and recognition go to all who made it happen.
COMMUNITY KEYS:

5 -15 DANGER ZONE: Analyze the situation to understand why acknowledgment is in short supply. Go beyond symptoms to uncover root causes. Use the insights to develop specific improvement steps. Select one action as the top priority. Meet regularly to check progress, share lessons, celebrate successes, and decide on new action ideas. 16-24 IMPROVEMENT NEEDED: Identify specific workplace practices that seem to work against acknowledgment. Then focus on the positives, sharing any examples from the past six months in which acknowledgment was alive and well in the workplace. Develop action steps some that require a group, others that can be done individually. 25-30 MORE PROGRESS POSSIBLE: Instead of resting on your laurels, pose a few key questions: Whos doing what to make acknowledgment a workplace strength? How are they making it happen? How is this helping the workplace? What can be done to achieve more progress? Craft one or two action steps aimed at making a good thing better. 31-35 OUTSTANDING: Share stories from the recent past that show acknowledgment in action. What factors come together to make it so strong? How can these great practices be used to improve other aspects of the workplace?
COMMUNITY KEYS: DIALOGUE RELATIONSHIP-BUILDING SERVICE ACKNOWLEDGMENT ONENESS
ONENESS
ASSESSMENT
SCALE:
5 -MINUTE
IN MY WORKPLACE...
1
Theres a prevailing sense that we are all one organization. Individual relationships are collaborative, not competitive. When challenges and opportunities arise, people team up and take action together. The various offices, functional areas, and departments work together for the common good. People are united by a common mission and an overarching set of goals.

5 -15 DANGER ZONE: Analyze the situation to understand why a sense of oneness is in short supply. Go beyond symptoms to uncover root causes. Use the insights to develop specific improvement steps. Select one action as the top priority. Meet regularly to check progress, share lessons, celebrate successes, and decide on new action ideas. 16-24 IMPROVEMENT NEEDED: Identify specific workplace practices that seem to work against oneness. Then focus on the positives, sharing any examples from the past six months in which oneness was alive and well in the workplace. Develop action steps some that require group involvement, others that can be done individually. 25-30 MORE PROGRESS POSSIBLE: Instead of resting on your laurels, pose a few key questions: Whos doing what to make oneness a workplace strength? How are they making it happen? How is this helping the workplace? What can be done to achieve even more progress? Craft one or two action steps aimed at making a good thing better. 31-35 OUTSTANDING: Share stories from the recent past that show oneness in action. What factors come together to create such unity? How can these great practices be used to improve other aspects of the workplace?
WORTH
SELF-IDENTITY
ASSESSMENT
SCALE:
5 -MINUTE
BALANCE
FIT
IN MY WORKPLACE...
1
Differences are viewed as something that people can learn and benefit from, rather than something that must be dealt with. The workplace makes the most of peoples unique know-how and skills. Individuals are comfortable letting their unique styles shine through. People can spend at least part of their time on activities that match their deep interests. There is respect for the fact that even in this era of teams, people sometimes need their own space.
ME KEYS: SELF-IDENTITY
2 3 4 5

5 -15 DANGER ZONE: Analyze the situation to learn why this concept of self-identity is in short supply. Go beyond symptoms to uncover root causes. Use the insights to develop specific improvement steps. Select one action as the top priority. Meet regularly to check progress, share lessons, celebrate successes, and decide on new action ideas. 16-24 IMPROVEMENT NEEDED: Identify specific workplace practices that seem to work against self-identity. Then focus on the positives, sharing any examples from the past six months in which self-identity was alive and well in the workplace. Develop action steps some that require a group, others that can be done individually. 25-30 MORE PROGRESS POSSIBLE: Instead of resting on your laurels, pose a few key questions: Whos doing what to make self-identity a workplace strength? How are they making it happen? How is this helping the workplace? What can be done to achieve more progress? Craft one or two action steps to make a good thing better. 31-35 OUTSTANDING: Share stories from the recent past that show self-identity in action. What factors come together to make it so strong? How can these great practices be used to improve other aspects of the workplace?
WORTH
FIT
ASSESSMENT
SCALE:
5 -MINUTE
BALANCE
FIT
IN MY WORKPLACE...
1 2
People understand how their work fits into the larger operational system. They also understand how their colleagues fit into the system what they do, why they do it, how they add value. Individuals can explain how their day-to-day work relates to specific goals, objectives, and the overall mission. People believe that they are in roles that make the most of their unique knowledge, strengths, experience, styles, and interests. There is a good fit between the individual values that people bring to the workplace and the collective values that come to life each workday.
SELF-IDENTITY
ME KEYS:

5 -15 DANGER ZONE: Analyze the situation to understand why this notion of fit is in short supply. Go beyond symptoms to uncover root causes. Use the insights to develop specific improvement steps. Select one action as the top priority. Meet regularly to check progress, share lessons, celebrate successes, and decide on new action ideas. 16-24 IMPROVEMENT NEEDED: Identify specific workplace practices that seem to work against the concept of fit. Then focus on the positives, sharing any examples from the past six months in which fit was alive and well in the workplace. Develop action steps some that require group involvement, others that can be done individually. 25-30 MORE PROGRESS POSSIBLE: Instead of resting on your laurels, pose a few key questions: Whos doing what to make fit a workplace strength? How are they making it happen? How is this helping the workplace? What can be done to achieve even more progress? Craft one or two action steps aimed at making a good thing better. 31-35 OUTSTANDING: Share stories from the recent past that show fit in action. What factors come together to make it so strong? How can these great practices be used to improve other aspects of the workplace?
WORTH
BALANCE
ASSESSMENT
SCALE:
5 -MINUTE
BALANCE
IN MY WORKPLACE...
1 2
People at all levels respect the fact that there is life beyond work. Individuals can reshape their jobs, take on different responsibilities, or make other adjustments aimed at helping them find a good work-life balance. People can take work home if they want to, but they dont feel guilty if they choose otherwise. It is understood and accepted that being human means bringing life-related issues and problems to the workplace. Co-workers and managers are empathetic and supportive. People feel that there is a good balance between their work lives and the rest of their lives.
FIT
SELF-IDENTITY
3 4
ME KEYS:

5 -15 DANGER ZONE: Analyze the situation to understand why balance is in short supply. Go beyond symptoms to uncover root causes. Use the insights to develop specific improvement steps. Select one action as the top priority. Meet regularly to check progress, share lessons, celebrate successes, and decide on new action ideas. 16-24 IMPROVEMENT NEEDED: Identify specific workplace practices that seem to work against balance. Then focus on the positives, sharing any examples from the past six months in which balance was alive and well in the workplace. Develop action steps some that require group involvement, others that can be done individually. 25-30 MORE PROGRESS POSSIBLE: Instead of resting on your laurels, pose a few key questions: Whos doing what to make balance a workplace strength? How are they making it happen? How is this helping the workplace? What can be done to achieve even more progress? Craft one or two action steps aimed at making a good thing better. 31-35 OUTSTANDING: Share stories from the recent past that show balance in action. What factors come together to make balance so strong? How can these great practices be used to improve other aspects of the workplace?
WORTH
WORTH
ASSESSMENT
SCALE:
5 -MINUTE
BALANCE
IN MY WORKPLACE...
1
There is a widely held belief that each person, regardless of title or formal position, is important to the organization. There is a genuine appreciation for the creative powers that people bring to their jobs. Individuals believe that their jobs are important. People feel that they are paid what they are worth. There is an understanding that worth is not just about monetary compensation that each person has his or her own sense of self-worth that goes deeper than money.
FIT
SELF-IDENTITY
3 4 5
ME KEYS:

5 -15 DANGER ZONE: Analyze the situation to understand why a sense of worth is in short supply. Go beyond symptoms to uncover root causes. Use the insights to develop specific improvement steps. Select one action as the top priority. Meet regularly to check progress, share lessons, celebrate successes, and decide on new action ideas. 16-24 IMPROVEMENT NEEDED: Identify specific workplace practices that seem to work against peoples sense of worth. Then focus on the positives, sharing any examples from the past six months in which worth was alive and well in the workplace. Develop action steps some that require group involvement, others that can be done individually. 25-30 MORE PROGRESS POSSIBLE: Instead of resting on your laurels, pose a few key questions: Whos doing what to make worth a workplace strength? How are they making it happen? How is this helping the workplace? What can be done to achieve even more progress? Craft one or two action steps aimed at making a good thing better. 31-35 OUTSTANDING: Share stories from the recent past that show worth in action. What factors come together to make it so strong? How can these great practices be used to improve other aspects of the workplace?

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MISSION KEYS: PURPOSE

Interpreting the results and taking action

Interpreting the results and taking action

Rules and red tape are kept to a minimum.

Meetings are useful and productive.

Interpreting the results and taking action

PURPOSE DIRECTION RELEVANCE

Interpreting the results and taking action

EQUALITY INFORMALITY FLEXIBILITY OWNERSHIP

PEOPLE KEYS: RESPECT

Interpreting the results and taking action

INFORMALITY FLEXIBILITY OWNERSHIP

Interpreting the results and taking action

The end of a major project can turn into an impromptu celebration.

Interpreting the results and taking action

RESPECT EQUALITY INFORMALITY

Interpreting the results and taking action

RESPECT EQUALITY INFORMALITY FLEXIBILITY

Interpreting the results and taking action

DEVELOPMENT KEYS: CHALLENGE INVENTION SUPPORT PERSONAL DEVELOPMENT

Interpreting the results and taking action

DEVELOPMENT KEYS: CHALLENGE INVENTION SUPPORT PERSONAL DEVELOPMENT

People are comfortable using their creativity.

The workplace is full of opportunities to be inventive.

Improvement and innovation are seen as everyones responsibility.

Interpreting the results and taking action

Interpreting the results and taking action

DEVELOPMENT KEYS: CHALLENGE INVENTION SUPPORT PERSONAL DEVELOPMENT

The workplace provides opportunities to learn and grow.

People take responsibility for their own development.

Interpreting the results and taking action

RELATIONSHIP-BUILDING SERVICE ACKNOWLEDGMENT ONENESS

COMMUNITY KEYS: DIALOGUE

Interpreting the results and taking action

COMMUNITY KEYS: DIALOGUE RELATIONSHIP-BUILDING SERVICE ACKNOWLEDGMENT ONENESS

Interpreting the results and taking action

Interpreting the results and taking action

DIALOGUE RELATIONSHIP-BUILDING SERVICE

Interpreting the results and taking action

COMMUNITY KEYS: DIALOGUE RELATIONSHIP-BUILDING SERVICE ACKNOWLEDGMENT ONENESS

Interpreting the results and taking action

Interpreting the results and taking action

Interpreting the results and taking action

Interpreting the results and taking action

Interpreting the results and taking action

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