Team Collaboration Style test

Toward the high end, people tend to pass on what a teammate will need before they get blocked: a changed date, a decision from another meeting, the reason behind a choice. The cost is volume, since a steady flow of updates can bury the one that matters. Toward the low end, people tend to keep their heads down and report when someone asks or when the work is done. That keeps attention on the work, but others may lose time guessing where things stand.

Shares when asked

You tend to work quietly and share where things stand when someone asks. That protects your focus, but a teammate may stall on context you already have.

This week, send one two-line update before anyone asks: what changed and who it affects.

Shares some updates early

You pass on context early when a teammate's need is plain to see, and at other times keep your head down until someone asks for an update.

This week, list who is waiting on your work and send each of them a one-line note when something they rely on changes.

Shares ahead of need

You tend to pass on useful context before a teammate gets blocked, so people seldom have to chase you, though some of what you send may be more than they need.

Ask one teammate this week which of your updates they actually use, and shorten or drop one they do not.

Toward the high end, people tend to say who is doing what as soon as several people are involved, their own part included. In a small group that swaps tasks easily, this can feel like more process than the work needs. Toward the low end, people tend to take it that a good discussion settled who does what, and leave names unsaid. That keeps meetings short and roles loose, but two people can end up doing the same piece while another waits for an owner.

Trusts the discussion

You often take it that a team discussion settled who does what. That keeps things loose and quick, but a shared task can be picked up twice or not at all.

At the end of your next team discussion this week, say which part is yours and ask who has the rest.

Names some owners

You make ownership clear on some shared work and leave it to the discussion on the rest, so how clear it is can vary from one task to the next.

This week, pick one task that three or more people touch and write a name beside each part of it.

Names who owns what

You tend to say who owns each part of shared work, your own part included, as soon as several people are involved. Others may come to rely on you to do it.

On your next shared task this week, let someone else name the owners, and step in only if a part is left without one.

Toward the high end, people tend to raise friction while it is still small, such as a missed handover or a review comment that landed badly, and talk it through with the person involved. If every small point is raised, those conversations can start to feel like a list of complaints. Toward the low end, people tend to leave tension unnamed because the conversation might be uncomfortable. Not every irritation needs a conversation, but one that is never named can turn into distance: shorter replies and fewer questions.

Leaves tension unsaid

You tend to leave tension unnamed because bringing it up might feel uncomfortable, which keeps the day calm but can let distance grow.

This week, bring up one small point of friction with a teammate in private, starting with what you noticed rather than what you think they meant.

Raises some tensions

You raise some friction while it is small and let other tensions pass rather than start an awkward conversation, so a few things stay unsaid.

Think of one tension you have let sit for more than a week, and ask that person for ten minutes to talk it through.

Names tension early

You tend to name friction while it is still small and talk it through before it turns into distance. The other person may need a moment to catch up with a tension you have already thought through.

When you next bring up a tension this week, ask how the other person saw it before you give your own view.