Advanced Institute of Management (AIM) Research - Locating 'Hot Spots' in your company

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Locating 'Hot Spots' in your company

Taken from Professor Lynda Gratton's book 'Hot Spots: Why Some Companies Buzz with Energy and Innovation - and Others Don't' the following tools will help you identify the groups in your company that have the potential to provide the greatest value and innovation, and how productive they could prove to be.

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Diagnosis of the first three essential elements of Hot Spots

The following diagnosis is designed to enable you to establish the extent to which the elements of a Hot Spot are currently in place in a group, a community, a business or a company. You may want to distribute this diagnosis to people and groups around the company and then collate the responses.

Consider each statement, and assign a rating from 1 to 5, using the following scale: 1 (strongly disagree), 2 (disagree), 3 (neither agree nor disagree), 4 (agree), 5 (strongly agree)

	1	2	3	4	5
I really trust the people I work with.	1	2	3	4	5
There is a feeling of give-and-take in the group.	1	2	3	4	5
Here people cooperate willingly with each other.	1	2	3	4	5
People from outside the group very often share their knowledge and insights with people inside the group.	1	2	3	4	5
People from outside the group are very positive and enthusiastic about working with me and my colleagues.	1	2	3	4	5
There are many occasions when I work in project teams or task forces outside of my group.	1	2	3	4	5
I feel excited about and engaged with the work I do.	1	2	3	4	5
The tasks I do are meaningful and resonate with my own values.	1	2	3	4	5
I feel that the work I do is aligned with the vision of the business.	1	2	3	4	5

Diagnosing the productive capacity of Hot Spots

The following exercise is designed to enable you to establish the extent of productive capacity in groups, communities, a business or your company.

Consider each statement, and assign a rating from 1 to 5, using the following scale: 1 (strongly disagree), 2 (disagree), 3 (neither agree nor disagree), 4 (agree), 5 (strongly agree)

	1	2	3	4	5
We use technology in a way that creates a feeling of intimacy with people who are distant.	1	2	3	4	5
We have a number of practices that encourage people to share information about each other and build a shared sense of their competencies and preferences.	1	2	3	4	5
We have created a wide degree of flexibility that enables people to work at their own pace and yet with sufficient integration that their efforts can be pulled together.	1	2	3	4	5
We use a great deal of feedback about progress so that people can coordinate their activities.	1	2	3	4	5
We use conflict resolution practices that encourage issues to be surfaced and then worked through.	1	2	3	4	5
We experience periods of time pressure interspersed with times for reflection and purposeful conversation.	1	2	3	4	5

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