The Team Work profile explores the interaction of task achievement, time usage and people, in the context of resources and processes, and examines six parameters that affect team performance.

The profile samples the means of carrying out tasks, utilizing time and using people effectively, assesses the ways that these are employed to get things done, and surveys work quality, work quantity, work costs and time as inputs and outputs, with constraints and wastage sampled as well.

Preference Factors assessed by this Profile are:

Factor Name Description A Low Preference
indicates…
A High Preference
indicates
A.
Task Means
Task Means are those tangible and intangible resources needed to accomplish work. These resources include, for example, any necessary equipment and facilities, the right people for the job and any material or budgetary needs. It also includes the goodwill and support of others. Insufficient means to get on with the job, may be short of material resources. Lacks needed goodwill or information, needs more competent support. Has the material resources needed to play a part, and competent support. Has information and other inputs required, knows own field.
B.
Time Means
Time Means include the availability of sufficient time to carry out tasks. We measure time with familiar devices such as clocks, calendars and timelines, keep track of where it goes and look for ways to economize. We seek to reduce time wastage wherever we can. At the same time, we tend to establish patterns of activity which are also bound to time, falling into rhythms that speed up and slow down. The way we manage these patterns has a lot to do with our effectiveness. Use of time is largely unprepared and beyond control. Fits in with surrounding rhythms rather than create own. Uses visible means of scheduling time, fitting in with others. Follows the timetable at a steady pace, keeps a careful check on how time is used.
C.
Human Means
Human Means are the resources that people carry about with them: their talents, their physical, mental and emotional attributes, their behaviours and their relationships. All of these impact on the usefulness of each person to the task. In selecting or assessing people, we look at each element to determine who is most suited to the work and the situation. Mismatched with the role at this time, whether by talent for the tasks, the interest it holds, or relationships with others in the team. Applies talents to the task and improves knowledge, skills and performance. Gets satisfaction from the part played and makes a valued contribution.
D.
Time Ways
Time Ways such as forecasting, prioritizing and synchronizing give us processes for managing time in both the short and long term. By looking back at what has happened and ahead at what might occur, we can make better informed decisions about what to do. From this we can organize our time and keep it focused on our aims. Deals with things as they happen, responding on time to demands. Any plans made will be disrupted. Plans the use of time carefully, forecasting what lies ahead and what can be done. Bases priorities on importance, urgency and feasibility, coordinates activities with others.
E.
Human Ways
Human Ways involve discussion and interchange, from and through which we make decisions, and collaboration to put those decisions into effect. Decisions may be made alone or shared, rational or spontaneous, and intended to last or just to suit the moment. What passes between people may be formal or informal, direct or indirect, friendly or frosty. These elements of the human process may correlate with factors in the Transactions profile. Less concerned with the way people work together than with other aspects of teamwork. Prefers to operate alone and to make own decisions. Cooperates with others, gives support to the team. Makes decisions that suit conditions, takes others’ views into account. Creates understanding and openness.
F.
Work Quality
Work Quality is one parameter we use to gauge output. The key is whether or not the quality matches the need. Low quality must be acceptable where quantity, cost and time work against us and prevent us from putting a better finish on the goods or services we provide. To raise quality levels, we need to invest more time or money, reduce the quantities we turn out or combine two or more of these options. Approach to work quality suits producing goods or services that are made quickly and at a low cost. Careful about work quality, from the time of choosing inputs through preparation and production, to finished goods or services. Takes a ‘zero defects’ approach.
G.
Work Quantity
Work Quantity is a second measure of performance. It covers concern for totals of goods and services output, and for meeting targets and quotas. What can be produced depends on the resources and processes available, and how the four parameters of quality, quantity, cost and time fit together for the individual and the team. Struggles to keep up with the output expected and may fall short of the required contribution. Delivers the volume of output expected to required specifications. Sustains delivery at required level, ensures goods or services measure up.
H.
Work Cost
Work Cost covers economy of operation, budgeted resources and value for the time and money invested. Cost is an overriding factor in team work as it affects everything. Cost rises and falls with the way we balance quality, quantity and time against each other, mixed with the resources and processes we employ. Costs may get out of hand as has neither control nor responsibility over how consumption is handled or expenses met. Cost-conscious, whether dealing with money, time or other resources, stays within means. Tracks resource usage and ensures benefits outweigh cost.
I.
Work Time
Work Time is the task-oriented use of time, concerned only with applying it to getting things done. Compare this factor with Time means and Time ways, above, and with the Time Actions profile, especially factors A, B and C, Allocate time, Manage time and Task time. Time taken up by others, gets beyond own control. Appears unable to direct or focus it onto outcomes. Plans around the time available. Structures activities for best outcomes, applies time to tasks. Fixes issues as they arise, allows for the unexpected.
J.
Work Cost
Work Cost covers economy of operation, budgeted resources and value for the time and money invested. Cost is an overriding factor in team work as it affects everything. Cost rises and falls with the way we balance quality, quantity and time against each other, mixed with the resources and processes we employ. Costs may get out of hand as has neither control nor responsibility over how consumption is handled or expenses met. Cost-conscious, whether dealing with money, time or other resources, stays within means. Tracks resource usage and ensures benefits outweigh cost.
K.
Constraints
Constraints deals with the handicaps we each bring with us, the limits imposed on us by the situation and the conditions we must work with. Personal handicaps may be, for example, physical challenges, mental preparation or our stress threshold. Situational limits includes such things as environment, culture and the general resources available to us. Work conditions are those that we physically engage or sense, and which directly affect our ability to get on with the task in hand. Works under constraints that hamper performance. At odds with the general situation, less productive than possible. Overcomes constraints to make the most of scarce resources. Adapts to how things are done, stays within set boundaries. Despite restrictions, does what can be done.
L.
Wastage
Wastage focuses on behaviors associated with minimizing loss and waste, whether through wasteful processes, wrong decisions, lost effort or any similar issue. High score behaviors seek to get things done right the first time, including finishing what is started without having to restart. Low score behaviors raise the possibility of anything and everything getting out of hand through ignorance, indifference or distraction. High levels of wastage are acceptable only when time and money are no object. Tolerates interruptions and holdups and waits for them to end before continuing. Accepts wastage of materials and other resources. Avoids waste of any kind, seeks to get things done and right first time. Avoids holdups, idle time, both for self and others, finds a use for leftovers.

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