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Opt Out Style Assessment


To take this 15 question assessment, follow these steps: 

1.  Bring to mind a team you’re on and reflect on how you operate when the team runs into differences.
 
2.  Read each statement and then rate how much that statement describes how you react in the midst of a             team conflict.
 
3.  Choose One: Often, Sometimes, Rarely 

Impatient with inaction, you take charge to make sure things happen.
Often
Sometimes
Rarely
You think ahead and are proactive in moving team projects forward. You assume your teammates will agree with you and appreciate your efforts.
Often
Sometimes
Rarely
You don’t hesitant to share your opinion and think others will do the same.
Often
Sometimes
Rarely
You are very worried and uncomfortable when people are at odds with each other.
Often
Sometimes
Rarely
You want to move the meeting along and will interrupt when too much discussion is blocking action.
Often
Sometimes
Rarely
You generally have a solid idea and plan about the right direction to solve any problem.
Often
Sometimes
Rarely
After a tense team meeting, you’ll often attempt to smooth the waters by approaching people one-on-one.
Often
Sometimes
Rarely
Rather than share your own opinion, you tend to ask questions and draw out other people’s perspectives.
Often
Sometimes
Rarely
In a meeting, you think it’s a waste of time to engage until the goal is clear and roles are defined.
Often
Sometimes
Rarely
In a meeting, when team members are wrestling with differences, you often disengage and do something else to stay productive.
Often
Sometimes
Rarely
You think too many people at the table slows things down and leads to inefficiency.
Often
Sometimes
Rarely
 Silence is the best way to deal with know-it-alls and talkers.
Often
Sometimes
Rarely
You’re good at translating different people’s opinions and working to mediate team discussions.
Often
Sometimes
Rarely
You leave the meeting room when tension escalates and wait for things to settle down before you return.
Often
Sometimes
Rarely
You worry about relationships and often take on the responsibility to mend them.
Often
Sometimes
Rarely
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