The 16 Team Types

ORAS: The Instinctive Adapters

Information is shared through defined processes and channels.
The source of the information matters when it is being evaluated.
Decision is driven by direction from team leadership.
Lightweight plans favor agility and adaptability.
ORAS: The Instinctive Adapters

The ORAS team, known as "The Instinctive Adapters," excels in environments where agility and decisive action are paramount. Picture a dynamic project team at a tech startup: information is collected in an organized manner, yet the interpretation hinges on the nuanced expertise of key team members. This enables them to execute decisions swiftly and with conviction, readily pivoting as new challenges and opportunities arise. Their approach combines the clarity of orderly communication with the flexibility of spontaneous execution, making them particularly effective in settings where rapid adaptation is crucial, such as in launching new tech products or responding to market shifts.

However, the very speed that defines the ORAS team's decision-making can sometimes sideline deeper, long-term considerations, potentially overlooking the broader impacts of their swift changes. This tendency, coupled with a reliance on specific individuals for leadership, can sometimes lead to team fatigue and a lack of unified direction.

Words that typically describe


teams include:


Characteristics of



  • ORAS teams excel in environments that require quick adaptation and rapid decision-making. They thrive in settings like tech startups, emergency response operations, and fast-moving industries where conditions can change dramatically and unexpectedly.
  • Their focus on rapid execution and adaptability makes them effective in achieving short-term goals and meeting immediate deadlines.
  • These teams often empower key individuals who can significantly impact the team's trajectory through their leadership and decision-making. This empowerment encourages ownership and personal accountability among team members.



teams excel:

  • The spontaneous aspect of their execution strategy, combined with their ordered communication, means ORAS teams can pivot quickly as information, project demands or external conditions change. 
  • These teams are known for their ability to concentrate efforts and produce outstanding accomplishments over brief bursts of intense work. This capability is particularly valuable in situations requiring a quick turnaround or when urgent problems need solving, as they can mobilize quickly and execute plans efficiently.
  • ORAS teams provide an environment where standout individuals are given the autonomy and authority to influence and alter the team's direction significantly. This empowerment not only motivates high-performing individuals but also leverages their unique skills and insights to propel the team forward.

Potential blind spots for



  • ORAS teams' strength in achieving quick wins and handling immediate challenges can sometimes come at the expense of long-term strategic planning. Their focus on rapid execution might overlook the broader implications of decisions, leading to potential misalignments with long-term goals.
  • The constant demand for rapid adaptation and the intense bursts of effort required to meet deadlines can lead to burnout among team members. This is particularly true in high-stress environments where the pace and pressure are sustained over long periods.
  • The empowerment of standout individuals, while beneficial for driving change and innovation, can also create a dependency where the team's success hinges disproportionately on a few members. This reliance can lead to challenges in scaling the team's efforts and developing a cohesive group dynamic.

Areas of growth for



  • While maintaining their strength in spontaneity, ORAS teams should set aside specific times to focus on long-term strategic planning. This could involve quarterly retreats or strategy sessions that compel the team to think beyond the immediate horizon and align their quick adaptations with broader organizational goals.
  • To reduce over-reliance on key individuals, ORAS teams should invest in leadership development across the team. By identifying potential leaders and providing them with opportunities to lead projects or key decisions, the team can ensure a more distributed leadership model that enhances resilience and reduces dependency on single individuals.
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