Index of Team Symptoms in MCV
This page lists all the "symptoms", or operative or observational definitions, of the undesirable team conditions listed on the 15 MCV pages.
There are "gentleman's agreements". (-mcv1a)
The team has a "why bother?" attitude. (-mcv1b)
The team has all "boring" meetings. (-mcv1c)
Confidentiality is disrespected, or used as an arbitrary barrier to progress. (-mcv1d)
Team members, or the whole team by consent, sell(s) out the team's fundamental purpose in favor of the demands of an individual, or their spouse or family members (also part of MCV03). (-mcv1e)
The team does not have a purpose, or does not know what it is. (-mcv2a)
The team has a purpose but is not serving that purpose. (-mcv2b)
The team sacrifices serving its own purpose, in favor of serving some other purpose (such as the purpose of the larger organization) (-mcv2b)
The team sacrifices its own, or a member's, well-being in favor of some other purpose. (-mcv3a)
Team members, or the whole team by consent, sell(s) out the team's fundamental purpose in favor of a team members' personal interests (also part of MCV01). (-mcv3b)
The team does not know its history. (-mcv4a)
The team does not know the history of its members. (-mcv4b)
The team falls into an old pitfall. (-mcv4c)
The team fails to use its collective wisdom to help a member who is in a situation common to another member's experience. (-mcv4d)
The team is not faithful to, or forgets, their ancient (often unspoken) archetypical nature. (-mcv4e)
The team employs rigid and specific standards and policies, making it vulnerable to the inevitable effects of changing times. (-mcv4f)
The team is ignoring, or bypassing, the leadership of the larger organization. (-mcv05e)
A member has an issue and brings it to the higher levels of the organization, because the team is/was not of any assistance. (-mcv05f)
The team actively interferes with an individual's involvement with the larger organization. (-mcv05g)
The team suppresses individual opinions, or exhibits significant bias favouring some members' opinions over others', or interferes in a dishonorable way with relationships between two team members. (-mcv05h)
The team finds itself in trouble, and focuses inward to address its troubles. (Note that the individual members can be following the core value, but if they are reaching out just to others on their own team, the team-as-autonomous-entity is not following the core value) (-mcv6a)
Team has conditional "respect", conditional "acceptance", conditional "trust", or conditional "love" of another team or team member. (-mcv07a)
Team has conditional "respect", conditional "acceptance", conditional "trust", or conditional "love" of itself or one of its members. (-mcv07b)
The team lacks clarity; stumbles over dissent; makes commitments without unanimous consent. (-mcv8a)
The team sets agendas, performs services, or gives help that is not needed or is inappropriate. (-mcv8b)
The team chooses how to support a member, without that member's consent. (-mcv8c)
When interacting with those around it (e.g. members of other teams), the team dominates any consideration of differences and overrules others' differing positions. (-mcv8d)
When collaborating with others (on other teams e.g.) any combined agreements either completely ignore the team's own positions, or yield entirely to non-team positions. (-mcv8e)
Team takes on challenges or commitments whose outcome is predictable: almost certain to succeed or almost certain to fail. (-mcv9a)
"Team ego" (e.g. excessive pride from team's success) (-mcv10a)
Poor sportsmanship (e.g. "Trouncing" the other team) (-mcv10b)
Helping other teams beyond the scope of what they actually want; Taking on much more than the team's share of the larger organization's work. (-mcv10c)
Team tries to "fix" its members' (perceived) problems, and is seen by its members as being unhelpful. (-mcv10d)
The team takes on a commitment without having a compatible context. This can happen explicitly by short-cutting the process of considering and agreeing upon an appropriate and effective team context. (-mcv11a)
The team forgets the context it has agreed on, or simply does not hold any appropriate and effective team context; this includes implicitly not being practised in "context" or the equivalent by any other name. (-mcv11b)
In general, any other failure to notice and/or modify its context, e.g. holding its status-quo context. (-mcv11c)
The team does not have or follow any core values (although the individual members might all have their own personal core values) (-mcv12a)
The team forgets, neglects or does not follow its core values. (-mcv12b)
The team presents its core values as a responsibility to (one or more of) its members, without giving them the corresponding right to be involved in setting or re-evaluating the core values. (-mcv12c)
The team uses core values to restrict itself to specific policies, methods, or tasks, when more universal core values would serve the group's purpose at least as well or better. (-mcv12d)
The team does not feel responsible or accountable for its success or failure. (-mcv13a)
The team interferes with a member's ownership of a role, activity or task that the team has ostensibly given them ownership of, by preventing it being done in the way the member needs or decides. (-mcv13b)
The team does all its activities only within its own "division" or "league", etc. (-mcv14a)
The team does all its activities only within its own organisation. (-mcv14b)
The team feels pride, but for all the old familiar reasons. It feels that something could be better. (-mcv15a)
This page was written in the "embarrassingly readable" markup language RHTF, and was last updated on 2025 Dec 04.
s.27