We’re sorry, we no longer offer the Team Effectiveness Survey test.

Use the Team Effectiveness Survey to assesses the patterns of communication within a team and their effects on team functioning.  It can help you and your team determine:

• (1) How the team is functioning and
• (2) Which members are primarily responsible.

This test provides the answers you need to make informed hiring and promotion decisions.

Want more information about this test?  Get it now.  Please REQUEST MORE INFO and we’ll reply promptly.

Not the perfect fit?  No problem.  We have many similar tests to choose from.  See alternatives in the TEAMWORK category section of our site.

Purpose: The Team Effectiveness Survey (TES) assesses patterns of communication within a team and their effects on team functioning. The TES also identifies individuals who are primarily responsible for the team’s style of functioning. Used for team-building training and development and discussion purposes.

Scoring: Self-scored

Format: A 20-item, paper/pencil inventory employing a 10 point equal- interval scale, for assessing individual and team functioning on the exposure and feedback dimensions inherent in the Johari Window model of interpersonal relations. Each team member rates self and others on items related to both dimensions. The resulting individual and team profiles serve as immediate feedback to confirm or deny self-rating and furnish an overview of team functioning. Defensive versus supportive climate scores also are obtained. This is a group exercise in communication process analysis.

Brief Description: The TES provides a “here and now” assessment of team functioning. Each team member rates self and all other members on the exposure and feedback dimensions inherent in the Johari Window model of interpersonal relations. Team members may compare self-ratings with those made by others. Collectively, the ratings address two issues: (1) How the team is functioning and (2) Which members are primarily responsible. The TES is designed to assess the communication process issues which characterize the inner workings of the team. The emphasis of the TES is not on technical skills and knowledge required, for this may vary from team to team. Rather, the instrument focuses on issues of interpersonal style, expressiveness, and trust which are so important in achieving effective team action. The TES provides assessments of each team member by the other members of the team. It yields data which may prove helpful in assessing each individual’s impact and it affords indices of general team climate and procedural effectiveness as these are perceived by the total membership.

Video Support: The Dynamics of the Johari Window – The Johari Window is a very popular and easily understood model of communication. The Johari Window is essentially an information processing model. The model employs a four-part figure to reflect the interaction of two sources of information – self and others. The squared field, representing the “interpersonal space,” is partitioned into four “regions” with each region representing particular information-processing elements that have significance for the quality of relationships. Let us look at one of the regions for a better understanding of their implications as they relate to interpersonal process and communication. (Sold Separately)

Sample Item: Team members rate each other members’ behaviors on a 10 point scale; with 1 being extremely uncharacteristic and 10 being extremely characteristic.

Languages: English

Norms: Norms from 1200 people are reflected in percentile data plot charts. Raw scores are arranged according to percentile equivalents. Thus, by plotting raw scores, team members may determine how they and their team compare to “people in general” in their team communication practices.

Reliability and Validity: Interjudge reliability has been established as .68, moderately good. No concurrent or construct validity studies have been reported. Therefore, the TES is deemed suitable only for concept training and as a stimulus to team discussion and critique.

The Johari Window

The Model of Communication

The Johari Window is a very popular and easily understood model of communication. The Johari Window is essentially an information processing model. The model employs a four-part figure to reflect the interaction of two sources of information – self and others. The squared field, representing the “interpersonal space,” is partitioned into four “regions” with each region representing particular information-processing elements that have significance for the quality of relationships. Let us look at one of the regions for a better understanding of their implications as they relate to interpersonal process and communication.

The Arena

The Arena is the portion of the total interpersonal space devoted to mutual understanding and shared information. This known by the self – known by others facet of the relationship is thought to control interpersonal productivity. The assumption is that productivity and interpersonal effectiveness are directly related to the amount of mutually-held information. Therefore, the larger the arena becomes, the more rewarding, effective, and productive the relationship is apt to be. The arena can be thought of as the place where good communication happens. One can increase the size of this region by increasing the amount of exposure and feedback seeking.

Increasing the Size of the Arena

One can significantly influence the size of the Arena in relating to others by the behavioral processes you choose to use in your relationships. To the extent that you make others aware of relevant information which you have and they do not, you enlarge the Arena in a downward direction reducing the Facade. The process employed toward this end has been called by Luft and Ingham the Exposure process. It entails the open and candid expression of feelings and factual knowledge. Yet it takes two to communicate and the other party must also expose in order for communication to be productive. Therefore, active solicitation by you of the information of others must also be employed. This process is known as Feedback Solicitation. As one solicits feedback, the Arena extends to the right reducing your Blindspot. You can establish truly effective relationships if you will engage in optimum Exposure and Feedback soliciting behaviors. The fact is, you have the primary responsibility for the productivity of, and the interpersonal rewards which can be derived from, your relationships with others.