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Ask a team which areas require attention and you will usually obtain an insight into the team’s drives. Teams scoring high in Green will wish attention for communications and consultations, teams scoring high in Red for speed and decision-making, and teams scoring high in Yellow for yet more time for consideration of issues. Managers acceding to these wishes are not bringing the teams into a better balance, but are instead further increasing their over-exaggeration.

Consequently, what can you conclude from a finding in an employee-satisfaction survey which states that many staff are dissatisfied with the communications? Nothing, unless you are familiar with the organization’s drives. Communications will always be an issue in an organization in which Green is dominant. However, when Green is not dominant in your organization then you probably do have a problem. You need to take careful note once groups begin to complain about issues that fall outside their drives. Orange groups will always complain about a lack of personal recognition and discretionary scope. But it’s time to act when a group with high Yellow begins to complain about the speed of decision-making.

Targeted questions can be used to yield a value system offering an insight into the imbalance that develops as a result of groups’ natural inclination to over-exaggerate. This information can be used to determine the direction in which your team or organization needs to be directed.

Working together on the answers to a number questions raised during the workshop provides a rapid and adequate insight into the culture – as well as an explicit indication of the measures that will be required, and of the group’s intrinsic ability to implement those measures. The following example gives an analysis of a culture and the nature of the required changes.