TPQ Flyer 2019

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The Team Process Questionnaire (TPQ) measure interactions among team members. It can be used with various types of teams: -Action Learning Teams -Cross-functional Teams -Functional Teams -Leadership Teams -Project Teams -Product Development Teams -Process / System Development Teams -Quality Assurance Teams

Leadership & Management

Are YOUR Teams High Performing?
 Do your virtual teams struggle with role
clarity?
 Do they communicate effectively?
 Is the level of trust among team
members high?
 Would custom questions help
you collect valuable data?
For more
about ITAP
Measure improvement
over time in these
areas...and more:
• Role clarity
• Group communications
• Trust
• Goal clarity
• Conflict resolution
DID YOU KNOW?
Different types of teams require different types of assessments.
ITAP’s TPQ has 3 versions, serving 3 types of teams:
Action learning teams (ALTPQ)
Global teams (GTPQ)
Domestic teams (OTPQ)
Order a Team “Wellness Check” @ $500/iteration
atouval@itapintl.com
+1.917.359.5360
Call today!

More from Catherine (Cass) Mercer Bing

This presentation features a scenario about top managers who have a cultural misunderstanding. Their misunderstanding jeopardizes a key business outcome: The integration of the global retail operations of their employer. The top managers need to develop cultural competency, including the skill of switching behavioral styles. This presentation also includes information about the contrasting problem-solving styles of Germans and US Americans.

The Benefits of Cross Cultural Competency

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If you could anticipate your colleagues' behavior, would you adjust your behavior in order to work more effectively with them? In other words, would you engage in style switching? This presentation explores the cultural values that motivate behavior in the workplace. It also includes some advice about how one might adjust one's behavior to work more effectively with people who have contrasting cultural values.

Style Switching: Bridging Cultural Gaps in the Workplace

Catherine (Cass) Mercer Bing

Culture, Power and Applied Anthropology in a Corporate Setting

Catherine (Cass) Mercer Bing

Prof. Geert Hofstede's framework includes 6 cultural dimensions. This presentation introduces the Individualism Dimension. It includes a scenario that explores tensions between members of a logistics team that are due to cultural differences that fall under the Individualism Dimension. One team member has a Group Orientation and another team member has an Individual Orientation. The presentation also includes a 5-questions multiple-choice quiz with an answer key.

The Individualism Dimension and Intercultural Competence

Catherine (Cass) Mercer Bing

In "The Case of Comparative Quantitative Measures of Culture: The Many Dimensions of Geert Hofstede," John Bing describes insights from Geert Hofstede's quantitative research of cultural differences. It describes the six dimensions in Hofstede's framework: Individualism, Power Distance, Certainty, Achievement, Time Orientation and Indulgence. It features interesting data about the influence of age and education on national culture. It also includes a chart that maps individual results along two cultural dimensions: Individualism and Power Distance. Interestingly, results from New York City coalesce around the concept of Autonomy, or the overlap of Individual and Participative orientations. Results from Mumbai coalesce around the concept of Multi-Level Consultation, or the overlap of Group and Participative orientations.

The Case for Comparative Quantitative Measures of Culture by John Bing

Catherine (Cass) Mercer Bing

Dr. Claudia Harss of Twist Consulting Group, Munich, explains Geert Hofstede's framework. This article was published in 2017 in Wirtschaft + Weiterbildung, 2: 18-23. The dimensions are: - Machtdistanz (Power Distance) - Individualismus (Individualism) - Maskulinität/Femininität (Achievement) - Unsicherheitsvermeidung (Certainty) - Zeitperspektive (Time Orientation) - Genussseite des Lebens (Indulgence)

Hofstede Dimensions Explained in German

Catherine (Cass) Mercer Bing

Virtuelles Lernen und Virtuelles Führen - Twist Fachforum

Catherine (Cass) Mercer Bing

Here is advice on how to embark on a career in cross-cultural learning and organizational development from John Bing, founder of ITAP International. The presentation begins with a consideration of one's motives for seeking a career in this field. It suggests where one might look for work. It then discusses John Bing's career path starting with his service in the Peace Corps in Afghanistan. After founding ITAP, John Bing collaborated with Geert Hofstede in the creation of the Culture in the Workplace QuestionnaireTM (CWQ).

Getting Started in the Field of Cross Cultural Learning and Organizational De...

Catherine (Cass) Mercer Bing

Doing Business in China - Additional Tips for Expats

Catherine (Cass) Mercer Bing

Hofstede’s Newest Dimension: IVR

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ITAP Client Solutions Sampler

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Guide to New Executive Assimilation

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Guide to Employee Development

Catherine (Cass) Mercer Bing

How does an organization attract new employees? How should an organization interact with prospective employees? What should happen on new employees' first day on the job? How should they be integrated into the workplace? What should an organization do for new employees who are on their first week on the job? What programs or activities should the first month after hiring include? What does an organization need to do to ensure that new hires are successful during the first three months on the job? What should the 2nd three months period include for new employees?

Guide to onboarding new employees

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New Research Reveals Surprising Truths About Why Some Work Groups Thrive and ...

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The Consequences of a Badly Planned Team Chartering Meeting

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Culture and Consumer Differences Based on an Article by de Mooij and Hofstede

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The Benefits of Cross Cultural Competency

Traditional Theories of Leadership and the Achievement Dimension

2017 ITAP Client Examples

Edorsements of ITAP's Work

Style Switching: Bridging Cultural Gaps in the Workplace

Culture, Power and Applied Anthropology in a Corporate Setting

The Individualism Dimension and Intercultural Competence

The Case for Comparative Quantitative Measures of Culture by John Bing

Hofstede Dimensions Explained in German

Virtuelles Lernen und Virtuelles Führen - Twist Fachforum

Getting Started in the Field of Cross Cultural Learning and Organizational De...

Doing Business in China - Additional Tips for Expats

Hofstede’s Newest Dimension: IVR

ITAP Client Solutions Sampler

Guide to New Executive Assimilation

Guide to Employee Development

Guide to onboarding new employees

New Research Reveals Surprising Truths About Why Some Work Groups Thrive and ...

The Consequences of a Badly Planned Team Chartering Meeting

Culture and Consumer Differences Based on an Article by de Mooij and Hofstede

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Software developers are intended to be massive, highly leverageable value creators for their companies and teams - using their creative and technical talent to build products themselves or mission-critical systems that facilitate the delivery of value inside the business. The blunt truth, however, is that many software developers would screw up tying their own shoes when left to their own devices. There's an abundant corpus of work out there on how managers routinely let down their software developers through insufficient planning, communication, listening, and support. In this talk we're going to explore the inverse - how individual software developers contributing to a project unintentionally sabotage their teams, their companies, their projects, and themselves through: * Immutable technical preferences + biases; * Bad attitudes; * Poor listening; * Inflexible and unproductive learning styles; * Risk aversion; * Incuriosity; * And more! Most importantly, in this talk we're going to try to address how we can help shift developers who want to learn and improve, but are have trouble executing, become the high value contributors they'd like to be.

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TPQ Flyer 2019

1. Are YOUR Teams High Performing?  Do your virtual teams struggle with role clarity?  Do they communicate effectively?  Is the level of trust among team members high?  Would custom questions help you collect valuable data? For more about ITAP Measure improvement over time in these areas...and more: • Role clarity • Group communications • Trust • Goal clarity • Conflict resolution DID YOU KNOW? Different types of teams require different types of assessments. ITAP’s TPQ has 3 versions, serving 3 types of teams: Action learning teams (ALTPQ) Global teams (GTPQ) Domestic teams (OTPQ) Order a Team “Wellness Check” @ $500/iteration atouval@itapintl.com +1.917.359.5360 Call today!

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