Team Dimensions Paper Profile


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Team Dimensions Paper Profile
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Discover the Right Roles for the Right People

Successful team members don’t do the same thing at the same time. They do the right thing at the right time.  The Team Dimensions Paper Profile helps individuals work from their strengths by identifying their most natural team role, while giving them added appreciation for the contributions of others.

The Team Dimensions Profile is also Available in an Online Version

Introducing Personal Approaches
Observation and basic research by Fahden and Namakkal over 20 years, sustained by empirical research, have uncovered a number of distinct approaches to thinking and behavior among the individuals associated with a team process.  When dealing with other people to achieve a specific objective, individuals merge their natural thinking and behavioral preferences into a single unified approach.

Through comprehending the varied approaches utilized by individual contributors within the team process, the roles associated with team members is often described and the team process improved, leading to increased team performance.

The interactive connection of the 4 approaches is graphically represented via the Team Dimensions Paper Profile grid.  Your own approach score determines your chosen role on the team.

Conceptual Approach
An individual who uses a Conceptual Approach prefers to develop new ideas.  Whenever presented with a challenge or perhaps an opportunity, they're great at discovering alternate options and talking about concepts.  Great at visualizing the master strategy, an individual who uses a Conceptual Approach favors concentrating on the future; developing hypotheses, principles, and concepts; and realizing alternate options.

Spontaneous Approach
An individual who uses a Spontaneous Approach desires independence from constraint.  These people have a tendency to move from one issue to another, concentrating on several things simultaneously, and often exhibiting impatience.  An individual who uses a Spontaneous Approach loves to have respect and influence on others on the team.  These people do not feel obliged to adhere to traditions and will allow their particular feelings guide them when reaching decisions.

Normative Approach
An individual who takes a Normative Approach would rather put ideas in a recognizable context, depending on past experiences with similar circumstances to guide them.  Allowing recognized norms and expectations maneuver them, somebody that takes a Normative Approach wishes to see the repercussions before acting.  These people want to let others forge ahead and attempt to fit in with others.

Methodical Approach
An individual who uses a Methodical Approach prefers structure and rationality.  Whenever presented with a challenge or opportunity, they have a tendency to follow a step-by-step approach, evaluating the details and thinking issues over very carefully before acting.  Concentrating on what they are able to prove holds true, an individual who uses a Methodical Approach is great at putting issues in order and would rather see things fit together.


Overview of Roles
Research indicates that people have differing approaches to innovation and teamwork.  Individuals may make use of 2 or more approaches (Conceptual, Spontaneous, Normative, and Methodical) whenever approaching projects within the team process.  Numerous merger of these kinds of Personal Approaches results in the identification of 4 roles on a team:

  • Creator
  • Advance
  • Refiner
  • Executor
  • Flexer is a combination of all four roles

On any successful team, people execute these 4 roles and communicate with each other to optimize their strengths.  Tasks are described and passed off from one role to another one, allowing individuals to concentrate on their strengths during this process.  Traditionally, tasks are given off from the Creator to the Advancer, coming from the Advancer to the Refiner, and coming from the Refiner to the Executor.  The Flexer steps in to complete gaps inside the team. 

This generates a “Z” process, including all of the roles on the team.

Within a Creating role, that person creates the concepts and ideas.  The Creator reframes the issue and searches for solutions that might be uncommon and different, going beyond the totally obvious.  Creators create new, unique concepts and ideas.  These concepts aren't confined by anxiety about failure or by current guidelines or restrictions.  The Creator understands other possibilities and perceives the “big picture.”

Whenever concepts have already been created, those ideas are passed off to an individual in an Advancer role.    

Within a Advancing role, that person understands ideas and new directions in their first stages and creates approaches to promote them.  The Advancer makes use of insightful preparation determined by prior experiences and successful approaches to advance concepts in the direction of implementation.  The Advancer favors familiar ideas but aren't prepared to allow guidelines and restrictions dissuade them.  Actions are focused on accomplishing goals by the most immediate and productive means.

Provided with some framework toward implementation, an idea will probably be handed to a person in a Refiner role.

Inside a Refining role, ideas are questioned.  The Refiner utilizes a methodical process to examine things within a orderly fashion to discover likely flaws and recognize potential issues under discussion.  Refiners are great at looking at concepts and implementation strategies, modifying those concepts and discovering new ideas, and rationally critiquing them to ensure a successful implementation.  

Concepts and strategies might have to be handed back to the Advancer and Creator roles prior to being completely ready for enactment by an individual in the Executor role

Within the Executing role, a person follows up on team goals and implements concepts and solutions.  The Executor is focused on making sure the execution process continues in an organized manner, using a well thought out execution plan.  Executors focus on getting high quality final results, with focus on details.  The Executor would rather let other individuals forge ahead, and likes the job and accountability of final execution.


Flexers keep an eye on the efforts of team members while the process is proceeding in the correct direction.  The Flexer is often vital to the overall productiveness of the team, since this individual is capable of playing at least 3 of the 4 team roles.  Flexers objectively see the team approach and step forward as required to maintain the team's movement toward its goals.


Capitalize in Individual Strengths for Total Team Performance

As organizations rely more on teams to innovate, problem-solve, produce, and compete at the speed of change, understanding and capitalizing on individual approaches to group processes is key to creating high-performance teams.

Use the Team Dimensions Paper Profile to:

  • Match individual strengths with team roles
  • Build team unity
  • Foster innovation
  • Shorten project cycle time
  • Reduce conflict

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