"Good to Great" diagnostic tool

Jim Collins' Good to Great Diagnostic Tool helps you rate your organization on its "journey from good to great." Here are some example criteria:

• When things go wrong, we conduct "autopsies without blame"--we seek to understand underlying root causes, rather than pin the blame on an individual.
• Our leaders ask a lot of questions, rather than just making statements, thereby creating a climate of vibrant dialogue and debate about the brutal facts.
• Our leaders do not allow their charisma or force of personality to inhibit people from bringing forth the brutal facts--even if those brutal facts run contrary to the views held by those leaders.
• When people advance a point of view or make an argument, we expect them to marshal evidence, facts, and rigorous thinking to back up their argument. "It is my opinion" does not qualify as an acceptable argument.
• When someone has a gut instinct that "something is just wrong," we pay attention; instincts can be good early warning systems. But we don’t just stop there: we then conduct a disciplined, fact-based assessment of the situation.
• People in our system understand that they do not have "jobs"--they have responsibilities--and they grasp the distinction between just doing assigned tasks and taking full responsibility for the results of their efforts.
• We do not spend a lot of time motivating our people; we recruit self-motivated people, and provide an environment that does not demotivate them.
• We do not spend a lot of time disciplining our people; we recruit self-disciplined people, and then manage the system, not the people.
• We avoid bureaucracy that imposes unnecessary rules on self-motivated and self-disciplined people; if we have the right people, they don’t need a lot of rules.