Campbell-Hallam Team Development Survey
An organizational survey for measuring and improving team function.
The Campbell-Hallam Team Development Survey (TDS) developed by Dr. David Campbell and Dr. Glenn Hallam, works across groups to help gather team performance information and to assist team members in self-management. By surveying group members, the TDS instrument helps provide valuable feedback that enables the group to focus on strategies for improvement. This survey is used by organizational psychologists and human resource professionals within a wide range of organizational settings.
The TDS survey was created specifically to help gather team performance information and to assist team members in self-management.
Campbell-Hallam Team Development Survey benefits include:
• Provides substantive and actionable information for teams to utilize
• Provides important information on team functioning and effectiveness, supporting our increasingly collaborative work environments
• Helps to identify group strengths and weaknesses
• Supports diagnosis of problems as part of a team intervention
• Stimulates discussion about critical team performance issues
• Allows for focus on action planning to help team effectiveness
• Assesses team effectiveness in meeting the needs of both internal and external customers
• Helps to benchmarks team progress
Applications of the TDS
• Identify a group's strengths and weaknesses across 19 key dimensions
• Diagnose effectiveness problems for use in team interventions, and strengthen team-building efforts
• Stimulate discussion about critical team performance issues
• Data-driven action planning for improving team performance
• Assess the team's effectiveness in meeting the needs of both internal and external customers
• Utilize results to benchmark team progress over time
• Supports total quality management and continuous improvement initiatives
The TDS provides feedback in 19 measures of team functioning, across 4 major areas and an Overall Index:
Time and Staffing – measures the extent to which members feel they have enough time and people to do their work.
• Organizational Support – measures the degree to which team members feel they are supported by the organization.
• Information – measures whether the respondent feels that the team has enough information to do its work.
• Material Resources – reflects whether the team has the resources such as equipment, tools, money and office and meeting space that they feel they need to perform well.
• Skills – reflects the team members’ perceptions of their level of relevant skill and knowledge.
• Commitment – reflects the degree to which the team members focus their personal energy on their work and their team goals.
• Mission Clarity – assess whether the team (and the team leader in particular) has a clear idea about what the team is trying to achieve.
• Individual Goals – assess whether individual members of the team have clear goals or expectations for what they themselves are doing as part of the team.
• Team Coordination – assess how well the team members coordinate their activities so that their efforts and skills are used efficiently.
• Empowerment – assess whether team members feel they have the necessary freedom and authority to do their jobs and whether they feel psychologically supported and trusted.
• Team Unity – reflects the overall quality of the relationships between team members.
• Team Assessment – assesses the extent to which the team takes time to assess its performance in order to find ways to improve.
• Rewards – assesses whether members of the team feel valued, praised, or otherwise rewarded as members of the team.
• Innovation – covers topics related to creativity.
• Leadership – the contribution of team leadership to the team in all of the areas that generally need to be covered for the team to do well.
• Feedback – assesses whether the team members feel they are receiving adequate feedback about how the team is doing and how they as individuals are doing.
• Satisfaction – measures how happy or satisfied the team members feel to be part of the team.
• Performance – assesses whether the team members believe that they are doing well as a team – i.e., achieving desirable outcomes such as meeting their objectives, producing high-quality work and making their customers happy.
The team model is only effective when it produces a work dynamic that is greater than the sum of its parts, and that doesn’t occur simply by putting people together. That’s why it is critical to accurately assess whether your teams are functioning smoothly and reaching their maximum potential or whether adjustments need to be made.
The TDS survey recognizes that team-based work has added a new dimension of creativity and effectiveness to task formerly performed by individuals. The TDS instrument works across groups to help gather team performance information and to assist team members in self-management. By surveying group members, the TDS helps provide valuable feedback that enables the group to focus on strategies for improvement. The result? Better running teams that can help bring about improved morale, productivity, and communication.
The TDS provides team and work group feedback to improve team effectiveness and help reach their maximum potential. The standardized survey addresses how team members feel about such issues as interpersonal interaction within the group, innovations, organizational support, and mission clarity. Key observers chosen by the team can also participate to provide an additional perspective on team performance. Survey results provide objective information on the team's strengths and weaknesses and can create a framework for effective change to help team members improve morale, productivity, and communication.
Standardized scores compare team and individual results to those of the normative sample of 194 teams and nearly 2,000 team members. The norm group includes individuals form a wide variety of occupations and industries.
Number of Items: 72 standard, option of adding up to 25 supplemental
Time to Complete: Approximately 30 minutes
Administration: Online, paper-and-pencil
Language: English only
Format: 6-point Likert scale
are members of the team being surveyed that provide feedback on the team. Observers are individuals that are not part of the team, but who may work with the team, and who will provide feedback on that team. For example, if Marketing is the team taking the TDS, Marketing team members take the Member survey, Observers may be folks in the Sales Dept. that provide their feedback on the Marketing teams performance. Anyone who is on the “team” being surveyed should take the Member survey, others that can provide feedback, but who are not on the team take the observer survey.
are provided to administrators via a portal in which they register the team members/observers. Invitations are automatically sent by system. Upon survey completion, reports are uploaded to the website and can be printed or emailed to the client from the survey administrator. Typically 3-5 days turnaround.
take longer. We advise two weeks setup time and need to know the team name and team leader because they are printed on the form. Factor in mailing time to deliver the forms, which need time to be distributed, completed and then mailed back for scoring. Once forms are returned it can take 1-2 weeks to scan and process.
are custom content/questions that the client adds to request information about topics not provided by standard content. Up to 25 additional items can be added to the survey. This fee is the same whether one adds 10 items or 25 items. The items use the same Likert scale as the core TDS items. The items would be reported as frequency of response based on the scale response. They are not reported as standardized or scaled since they are custom items.
The TDS Manual and Facilitators Guide are highly recommended.
The Admin Guide is only important for paper/pencil administration.
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