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It is a pleasure to present this cultural assessment instrument. I have been thinking about designing an instrument for a few years. Bill Veltrop, a respected colleague, www.TheInfiniteGames.org, and his Rainbow Lenses served as my muse and provided some of the scaling I hope I have put into a very useable and useful format.

I have been thinking about how firm culture, communication skills, levels of conflict, quality of relationships, operational agreements and productivity relate are related to each other. In a somewhat inspired conversation with Bill we realized that culture played a critical role in the success and quality of any enterprise, weather it produced widgets, filed lawsuits, educated thousands, or waged war. We then asked ourselves what made a particular culture unique. We were on a roll now! We believe that culture is a function of the quality and character of the web of relationships that IS an organization. We then asked ourselves what it was that determined the quality of relationships. Our answer—the quality of agreements!

There are many personal skills, organizational variables and other factors that enable operational agreements between people working together. This tool is an attempt to recognize the importance of those variables; their presence or absence; and their importance in operational zing an effective engine of productivity and service delivery known as a firm or law department.

Because of space constraints I have only included questions 1-12 of a 50 question survey. If you have interest in the entire survey, and the scale to grade it, please email me at ResolutionWorks@msn.com and I will send it along. Your thoughts and responses are most welcome.

CULTURAL ASSESSMENT

Please circle the response that most accurately reflects your organization. At times you may be torn between two or more answers. Make the selection that best reflects your firm, although it may not be perfect. Thank you for your candor.

The prevailing attitude people have toward others in the firm:

1. I will defeat you
2. I will use you
3. You scratch my back, I will scratch yours
4. We are partners
5. We are for each other and for the whole

The prevailing philosophy of most people in the firm is:

1. Do unto others before they do unto you
2. Do unto others because everyone is doing it
3. Do unto others in a way that is fair
4. Do unto others as you would have them do unto you
5. Do for all in a way that best serves all

The prevailing belief system in our firm is:

1. Might makes right, winning is everything
2. It’s a tough competitive world
3. We need to compromise
4. Strategic partnership is possible
5. All stakeholders served means sustainable growth

The quality of our agreements and keeping promises is:

1. Tacit, dysfunctional, hostile, co-dependent
2. Legalistic and/or haphazard
3. Intent, roles and promises clear
4. Intent, roles, promises clear and effective accountability loops in place
5. Intent, roles, promises clear and effective self-improving and self-evolving accountability loops in place

The quality of listening in our firm is:

1. Stereotyping and discounting
2. Distracted and impatient
3. Focused and non-judgmental
4. Active and appreciative
5. Draws out the genius in others

The quality of inquiry is:

1. Punitive
2. Cross-examination
3. Purposeful exploration
4. Clarifying and integrity evoking
5. Co-creative escalation

The quality of speaking in our firm is:

1. Attacking, blaming, alienating
2. Confusing
3. People speak their truth without blame or judgment
4. Clarifying and integrity evoking
5. Elicits breakthroughs

The mood in our firm is:

1. Forceful and uncertain
2. Wasteful and convoluted
3. Polite and aloof
4. Concern for others
5. Alive with enthusiasm and respect

Our business results are:

1. Exploitative for the good of the few
2. Subtly exploitative
3. Value adding for all
4. Consistent high performance from additive synergy
5. Radical sustainable growth from exponential synergy

The level of trust in our firm:

1. Fear is palpable
2. Communication is constrained by unspoken fear
3. Surface politeness prevails
4. Truth telling is rewarded
5. Highest levels of mutual trust and respect

The level of mutual respect and caring is:

1. Focused on worst in others, blaming
2. Dis-ing – disrespect, discounting, dishonesty, discouraging
3. Perceive others as limited and in need of development
4. Mind-set of appreciation and concern for well being of others
5. Committed to unleashing others gifts and potential

The discomfort and group conflict with others is used:

1. As opportunity for denial and counterattack
2. To generate denial and defensiveness
3. As a signal to minimize others discomfort
4. As an important signal for action and dialogue
5. As an opportunity to generate a vital feedback loop

Stewart Levine, Esq. , is a consultant, trainer, mediator and facilitator. He is the author of the award winning “Getting to Resolution: Turning Conflict Into Collaboration” and the recently released “Book of Agreement” that has been called “more practical than Getting to Yes.” www.ResolutionWorks.org