Creative Conspiracy. Leigh Thompson

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      1 With regard to ground rules and norms in our creativity sessions, my team … operates with dysfunctional rules and norms (0) really does not have any clear rules or norms (1) has knowledge of effective ground rules, but does not regularly use nor enforce them (2) regularly operates with at least the four cardinal rules of brainstorming (i.e., expressiveness, no evaluation, quantity focus, and building on ideas of others) (3) regularly operates with the four cardinal rules of brainstorming as well as additional rules that we have found to be particularly impactful (e.g., no storytelling, no explanations, encouraging those who are not making a contribution to contribute, etc.) (4)

      2 With regard to conflict, my team … is not very nice; we engage in openly rude behavior—venting frustrations, jeering, personal attacks, and harsh criticism (0) is too nice; we actively avoid conflict (1) sometimes expresses conflict, but we try to separate the people from the problem (2) routinely engages in open, spirited debate, much as scientists do who hold different theories; we passionately attack the problem, but we respect our people (3)

      3 With regard to a group facilitator, my team … has attempted to sabotage an outside (or inside) facilitator (0) has never used, nor is open to, using a facilitator (1) has used an untrained facilitator (2) has used a trained facilitator practiced in the art of creative teamwork (3)

      4 In terms of external memory and recording aids (e.g., whiteboards, flip charts, cameras, videos, etc.) my team … meets in a room that is largely impoverished (no whiteboards, no flip charts, no note-taking, etc.) (0) meets in a room that has blackboards, flip charts, writing surfaces, etc.; we may occasionally use them but not regularly (1) actively uses the blackboards, flip charts, writing surfaces, in an attempt to memorialize ideas (2) in addition to actively using our space, we create a boneyard or repository of the ideas created that members can easily access before, during, or after meetings (3)

      5 With regard to mental stimulation and things to keep us thinking, engaged, and invigorated, such as props, videos, games, primes, objects, pictures, stopwatches, toys, film clips, etc., my team … does not provide or encourage any kind of external stimuli such as pictures, toys, objects, etc. (0) has on occasion attempted to “liven up” our creative meetings through the use of props, humor, etc. (1) actively imports props, such as toys, devices, gadgets, as triggers for discussion (2)

      6 With regard to mood, my team … looks like a bunch of grumpy men and women (0) is largely neutral (not happy, not sad—just there taking up space) (1) is often positive and upbeat (2) is consistently positive and upbeat (3)

      7 With regard to goal setting, my team … has not set a goal as long as I can remember (0) sets safe/weak goals (1) sets definite goals (2) sets goals based on meaningful criteria and scientifically based benchmarks, and revisits those goals on a regular basis (3)

      8 With regard to diversity, my team … has demographic or gender diversity that falls along fault lines (e.g., all women are in HR; men in engineering, etc.) (0) is largely homogeneous, with people having similar points of view, personality, and background training (1) has demographic and/or gender diversity that does not fall along fault lines (2) has deep-level diversity (based on skills, training, background, education) (3)

      9 The size of my team is … unclear, since we have never specified who’s on the team (0) consistently over 10 people (1) 8–10 people (2) 5–7 people (3) fewer than 5 people (4)

      10 In terms of incentives, rewards, and consequences, the following best describes my team: many more sticks than carrots; underperformance more scrutinized than exceptional performance (punishment-focused) (0) no meaningful rewards or punishments (no consequences) (1) more carrots than sticks (reward-focused); exceptional performance noted more often than underperformance (2) meaningful process and outcome rewards (3)

      11 The leader of my team is best described as … milquetoast: uninvolved and passive (0) transactional: gets the job done; acts like a manager (1) relational: nice, likeable, but not particularly strategic on tasks (1) transformational: consistently articulates goals and vision for the team (2)

      12 If my team were having a brainstorming or creativity session, we would most likely … not do anything different than in any other meeting (0) hope that people share ideas (1) go around the table one by one and invite people to share ideas aloud (2) engage in brainwriting (the simultaneous writing of ideas) (3) engage in brainwriting for part of the time; and perhaps electronic brainstorming (4)

      13 With regard to membership change on my team … there has been no membership change for five or more years (0) there has been no membership change for at least a year (1) new members have been added and some members have left in the past twelve months (2) we have planned membership change and rotation; and often invite people on a temporary basis (3)

      14 With regard to office space, my team or company … is marked by closed doors and very few meeting spaces (0) has a largely, or completely open floor plan (1) is a careful balance of cave and commons, with private spaces and common meeting spaces (2)

      15 With regard to time pressure in our brainstorming-creativity sessions … we meet for the same amount of time every week (0) we meet until we are finished (1) we strategically plan the length of the meeting and set goals (2)

      16 The future-oriented mind-set of my team is largely … prevention-focused; the team worries about what can go wrong and attempts to avoid disaster or bad outcomes (0) promotion-focused; we focus on goals and think about success (1)

      17 With regard to people skills (emotional intelligence skills) … plain and simple: my team does not have them (0) some members have people skills, but not everyone (1) several members have people skills and they coach others (2) the team has people skills; we actively coach each other, and the organization appreciates the value they bring (3)

      18 With regard to free riders on our team (e.g., people not doing their share of the work, yet expecting credit) … free riders exist on our team and they get away with it (0) free riders exist on our team and we make weak attempts to confront them (1) we take proactive steps to discourage free riding (2)

      19 In terms of outsiders, my team … does not trust them and does not involve them (0) may consult with them occasionally (1) regularly involves the input of outsiders (2) regularly involves the input of outsiders who are devil’s advocates (3)

      20 With regard to social networks, the members of my team are … disconnected from the rest of the organization (0) very closely connected to one another (1) closely connected to one another, yet have good working relationships with others outside of the team (2)