You and your team
Your CoDynamics compare your own working preferences with your team's habits.
Alex R.’s CoDynamics.
What matches. What differs.
Matches the team: Processing, Deciding
Differs from the team: Communicating, Executing
Potential tension means a different preference. It is useful context for finding support, not a judgment of suitability or ability to succeed.
Select a dimension to go to its guidance.
Your preferenceInformalInformation is shared organically among team members.
Team behavior you describedOrderedInformation is shared through defined processes and forums.
Your preferenceLogicalInformation is evaluated on its own merits, regardless of source.
Team behavior you describedLogicalInformation is evaluated on its own merits, regardless of source.
Your preferenceAuthoritativeDecisions are driven by direction from team leadership.
Team behavior you describedAuthoritativeDecisions are driven by direction from team leadership.
Your preferenceDeliberatePlans are thorough, closely followed, and regularly updated.
Team behavior you describedSpontaneousLightweight plans favor agility and adaptability.
How to read your fit
Natural fit means your preferences align with the team's approach. These situations may feel more comfortable.
Potential tension means you prefer a different approach. Recognizing these situations helps you prepare and ask for support.
Your preferenceDeliberate
Team pattern describedStrongly Spontaneous
Your plans are detailed and provide a consistent roadmap that you look to rely on to guide execution, which is different than the more lightweight and reactive approach that your team applies to project preparation and implementation
- Identify the parts of the work where you most need planning clarity, and prioritize them. Ask the team to clarify those areas before work begins and keep you informed as they change during execution. Focusing the request helps you get the structure you need within a team that naturally plans more lightly.
- When tackling an effort where the consequences of an unexpected outcome (or delay) would be significant, mitigate those risks by suggesting the team set aside its instinct for lightweight, reactive plans, and then help the team build a more detailed blueprint for execution
Plan the part where a surprise would hurt
You describe the team’s Executing style as Spontaneous; you prefer Deliberate. If an otherwise flexible project contains a deadline or dependency you cannot easily move, a small plan for that part can make your preference useful.
Try this: For your next project, identify one dependency where a surprise would be costly. Propose an owner and handoff date for that part; leave the other steps flexible.
Look for: The critical handoff has an agreed owner and date while the rest of the approach can still adapt.
Explore this practiceTeamDynamics Solo
See your team more clearly. Find your next step.
Complete one assessment to get TeamDynamics from your perspective and private CoDynamics. Explore both online and download a PDF of each. No teammate invitations needed.