Team Effectiveness Assessment - Emotional Health Level 6

Level 6: Team Exaggeration: Teams operate in a highly reactive state with minimal behavioural freedom and significant emotional dysregulation. Team members are trapped in ways of working that are reactive and can become over defensive when questioned, blame others and deny their own responsibility for problems that exist, are fragmented in what and how they communicate with others and do only what is expected (and even then, it is likely to be questioned). There is little to no capacity for self-observation or conscious choice.
0% Complete

⚠️ About This Assessment

This assessment evaluates your team's current reactive patterns across 9 critical domains that may indicate Level 6 emotional dysregulation:

  • Neglecting Team Direction - Avoidance of important decisions and drift
  • Controlling Standards and Behaviours - Rigid enforcement and inflexibility
  • Protecting Individual Positions - Isolation and defensive communication
  • Demanding Immediate Results - Dictated goals and unrealistic pressures
  • Reacting Emotionally to Differences - Personal and volatile responses
  • Protecting Individual Expertise - Knowledge hoarding and withdrawal
  • Reacting to Threats and Crises - Crisis-driven operations and blame
  • Frantically Pursuing Options - Scattered focus and impulsive decisions
  • Controlling Performance Outcomes - Intimidation and fear-based motivation

Rate each statement based on to what degree these Level 6 (Exaggeration) patterns describe your current team dynamics.

9
Neglecting Team Direction

Avoiding important directional decisions and allowing drift without clear purpose or focus.
The team avoids making important directional decisions and allows drift without clear purpose or focus
Team members become resigned to circumstances and believe that their input or efforts won't make a difference
Important strategic conversations are postponed indefinitely or avoided altogether to maintain false harmony
Team becomes stuck in familiar routines and resists any pressure to clarify or change direction

1
Controlling Standards and Behaviours

Enforcing rigid standards and procedures with little tolerance for deviation or individual circumstances.
• Rigid standards and procedures with little tolerance for deviation or individual circumstances
Team members are constantly monitored and corrected for minor infractions or imperfections
Rules and expectations are applied inflexibly regardless of context or changing situations
Team members feel criticised and judged, creating an atmosphere of fear around making mistakes

2
Protecting Individual Positions

Operating in isolation with blame, criticism, and defensive reactions replacing genuine connection.
Team members operate in isolation with little genuine connection or trust between individuals
Communication is characterised by blame, criticism, and defensive reactions to feedback
Subgroups and alliances form within the team, creating division and competing interests
Individual contributions are either ignored entirely or used as ammunition for criticism and comparison

3
Demanding Immediate Results

Dictating goals without input and pursuing performance through pressure, threats, and punishment.
Goals are dictated by leadership without input from team members who must execute them
Performance standards are unrealistic, constantly changing, or impossible to achieve given available resources
Team members feel powerless to influence their work objectives and become passive or resistant
Goal achievement is pursued through pressure, threats, and punishment rather than support and development

4
Reacting Emotionally to Differences

Taking differences personally and responding with emotional volatility that overshadows content and creates unpredictability.
Team members take conflicts personally and respond with dramatic emotional reactions that overshadow the actual issues
Individuals withdraw when they feel misunderstood or become overly dramatic to get attention during disputes
Team members hold onto resentments and replay past hurts, making it impossible to move forward from conflicts
Emotional volatility and moodiness create an unpredictable environment where others 'walk on eggshells' to avoid triggering reactions

5
Protecting Individual Expertise

Hoarding knowledge and skills while withdrawing from collaborative learning opportunities.
Individuals hoard knowledge and skills, sharing only when absolutely necessary or when directly pressured
Individuals grow increasingly secretive about their work methods and withdraw from collaboration
Team members minimise their contributions and downplay their expertise to avoid being given additional responsibilities
Development discussions are avoided as Individuals guard their limited energy and resist exposure to new demands

6
Reacting to Threats and Crises

Operating in crisis mode with blame replacing accountability and no sustainable systems in place.
The team lurches from crisis to crisis with no sustainable systems or processes in place
Coordination happens only in response to immediate problems, with no proactive planning or organisation
Information hoarding occurs as team members protect themselves by withholding important knowledge
Blame and finger-pointing replace accountability, making it impossible to learn from mistakes

7
Frantically Pursuing Options

Impulsively jumping between projects and ideas while avoiding sustained focus or difficult realities.
Team members impulsively jump from one idea or project to another without considering impact or consequences
The team becomes scattered and unfocused, starting multiple initiatives simultaneously to avoid feeling trapped or limited
Suggestions that might restrict choices or require sustained focus is met with panic or immediate rejection
Team members compulsively seek new stimulation and distractions when faced with difficult or uncomfortable realities

8
Controlling Performance Outcomes

Using intimidation and aggressive tactics to force results while creating a climate of fear and compliance.
Performance is driven through fear, threats, and punishment rather than support or encouragement
• Difficult conversations are avoided until they erupt into confrontation or blame
Any resistance to demands or failure to meet expectations is met with retaliation and vindictive responses
Team members bulldoze over obstacles and other people's concerns to get what they want, creating a climate of fear and compliance

Overall Level 6 Pattern Presence

0%

📊 Domain Pattern Overview

📋 Recommended Actions