Does your team work together — or is everyone on their own?

HR or L&D need data for the leadership: what exactly to develop, why, and how to measure progress.

TDS gives you a baseline and metrics for assessing change in 6–12 months.

In calm times everything is fine, but under stress or change the team falls apart. You need to understand why.

A team's resilience is determined by conditions, not by people's characters.

You are creating a project group or restructuring a department. You want to set the right conditions from the start rather than fixing them later.

A Team Launch based on TDS — the right start from the first meeting.

People are leaving or demotivated. You want to understand whether this is a problem with the people, the leadership or the system they work in.

More often than not the cause is in the conditions, not the people.

You need to understand quickly what you have inherited: what conditions exist, where the gaps are, what to change first.

TDS is an objective snapshot in 20 minutes instead of 3 months of observation.

You have worked together for a year or two, but results are not improving. Meetings happen, decisions are made, but something is holding you back.

TDS will show whether the problem is in the processes, the structure or the external context.

Most team problems have a systemic cause. Conflict, low engagement, poor decisions — these are symptoms. The cause is the absence of one or more of the six conditions.

The conditions form a chronological sequence: first the Essentials (the foundation), then the Enablers (the accelerators). You cannot skip ahead.

The six conditions explain three processes (effort, strategy, talent), which in turn determine three criteria of effectiveness.

The colour map of the 6 conditions shows exactly where the systemic cause sits: purpose, composition, structure, context or coaching.

Each participant describes the purpose in their own words. The report shows whether 11 people give 11 different versions or one shared one.

The spread of opinion on each of the 6 conditions shows where agreement is simulated and where the contradiction is real.

The psychological safety scale (Edmondson). Often the most painful result and the most important one for how the team holds together.

Data on the leader's coaching focus and style: what helps the team and what holds back its independence and autonomy.

Open responses: what to keep, what to change. The team's voice — anonymous, unfiltered by HR.

People do not say what they think — especially under authoritarian leadership. The diagnostics include the Edmondson scale, and this is often where the most painful result sits.

A high power distance index, team bonuses are rare, «why should I help others». TDS shows how far the organisational context actually supports real teamwork.

Strategy changes every 3 months. The Ends vs Means matrix shows whether the team has its own compass or depends entirely on directives.

Relocations, job changes, burnout — teams keep losing people. Stability of membership becomes a critical condition, and the TDS measures it explicitly.

The extended version of the diagnostics includes questions specific to the regional context: the stability of goals from above, informal structures of influence, and willingness to speak frankly with the leadership.

TDS shows how the team works as a system. BASE!PRO shows how each person in it works — working styles, preferences, where friction comes from. Together: you see not only what is broken but who contributes what to it.

TDS diagnoses the conditions for effectiveness. PCM® explains each person's communication patterns and motivation. Together: you understand not only what is broken in the system but why people behave the way they do inside it.

TDS shows how the team works as a system. Hogan shows who these people are — their potential, risks under pressure, values. Together: a complete picture of why the system works the way it does. You see the link between composition and dynamics.