The 16 Team Types

OLCD: The Professional Partnership

Information is shared through defined processes and channels.
Information is evaluated on its own merits without regard to source.
Decision is driven by consensus among team members.
Plans are thorough, closely followed, and regularly updated.
OLCD: The Professional Partnership

"The Professional Partnership" (OLCD) epitomizes resilience and consistency, distinguishing themselves with their structured approach to communication and execution. These teams excel in environments where detailed planning and error-free execution are paramount, with rigorous analysis, broad-based input, and meticulous plans reducing the risk of costly errors.

However, these characteristics can prevent OLCD teams from incorporating new, or more creative, problem solving techniques. And their deliberate decision-making and planning processes can bias them away from action, especially in a fast-changing environment or information environment.

Words that typically describe


teams include:


Characteristics of



  • OLCD teams are defined by their clear, structured communication. They prefer well-defined channels and protocols for sharing information, which prevents misunderstandings and makes it easy to onboard new team members or cross-functional partners.
  • These teams approach problems and data with logic and analysis. They work collaboratively to systematically break down information to ensure that their actions are based on sound reasoning, which is particularly effective in technical or complex project environments.
  • Unlike teams that may favor quicker, more spontaneous action, OLCD teams are deliberate in their execution. They carefully plan and prepare before taking action to minimize errors and ensure that every step is carefully considered.



teams excel:

  • OLCD teams excel in environments where structured, coordinated efforts are essential. Their ability to maintain organized information and meticulously crafted plans enables them to interface seamlessly with other groups, making them invaluable in complex multi-departmental or inter-organizational projects.
  • Known for their meticulous attention to detail, OLCD teams are particularly effective in high-stakes settings where the cost of errors is prohibitive. Their systematic approach to problem-solving helps ensure the delivery of high-quality, error-free work, reducing risks in critical operations.
  • These teams have a strong ability to attract and onboard new members quickly, thanks to their clear communication and structured processes. Newcomers can easily understand the team’s operating procedures and knowledge base, allowing for swift and effective integration.
  • OLCD teams are resilient to changes in team composition and leadership. Their ordered approach and clear protocols allow them to make progress with minimal disruption, even during reorganizations or team transitions.

Potential blind spots for



  • Due to their concordant decision-making style, OLCD teams often involve all members in every stage of planning and analysis. While this thorough approach ensures broad consensus and evaluation, it can slow down the process of translating information into actionable steps or create the sense of analysis-paralysis, especially in fast-paced environments.
  • The detailed and systematic processes for information flow and planning that characterize OLCD teams can lead to bureaucratic overhead. This often comes at the expense of progress, as the focus on procedure can hinder swift action and adaptability.
  • OLCD teams tendency for established, structured approaches can result in a lack of risk-taking or innovative solutions, as more unconventional ideas might not receive the attention they deserve.

Areas of growth for



  • Implementing more streamlined decision-making protocols can help reduce the time it takes to move from planning to action. This might include setting limits on discussion time, using decision-making tools like decision matrices, or appointing a decision leader to guide the process and make final calls when consensus is hard to achieve.
  • To avoid analysis paralysis, OLCD teams should set clear boundaries and deadlines for the analysis phase of projects. Establishing a cut-off point for data collection and discussion can focus the team on moving forward with the best available information rather than striving for perfect data.
  • Bringing in team members or consultants with different backgrounds and expertise can introduce new perspectives and problem-solving approaches. This diversity can enrich the team's creative capabilities and help balance their methodical nature with fresh, innovative ideas.
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