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Contributorship

 

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Inventories

Inventories to to help gather information, assess points-of-view, and clarify attitudes

1. Work Satisfaction: Assess your level of work satisfaction

2.  Career Advancement: A self-appraisal to gain insight into your career advancement potential

3. Contributorship: A tool to assess your feelings about work

4. Team Participation Preferences: A self-assessment to gain insight into how you prefer to interact on teams

5. Needs Assessment: A process that you can you to analyze team issues, needs, and problems  

 6. Decision Making Self Assessment: Are you an effective decision maker?

7. Team Trust Inventory: Ten questions to assess team trust levels

8. Workplace Values Inventory: A self-assessment of your personal workplace values

9. Interpersonal Skills Inventory: Identify and evaluate your skills


Contributorship: A Self-Assessment

The Contributorship Self-Assessment below is a new and helpful instrument for team members to gain insight into their feelings about work. Everyone has a personal relationship to their work that shapes how they feel and perform on the job site.  Gaining clarity about one’s work perceptions is an important first step toward meaningful professional development.

A. Five basic questions:

1. What is meant by contributorship?

Contributorship is a term that refers to an individual's perspective of how he or she follows and works with a leader, team, and/or organization.  The Contributorship Self-Assessment works to gain insight into two core questions:

  • To what extent do I believe that my work has value?

  • To what extent am I valued for my contributions?

2. Why is it important to recognize contributorship?

Frankly, effective contributors do the bulk of an organization's work.  If team members are certain that they are contributing and that their contributions are valued, then the team/organization stands a greater chance for success.  Also, clarifying one’s perceptions about work will help focus one’s energy and effort toward meaningful performance improvement. 

3. Why is it important for team leaders to understand contributorship?

A leader without supportive contributors will have little productive impact.  Indeed, the level of contributorship defines leadership.  It is imperative then that leaders understand how team members view themselves as contributors and, subsequently, create a work environment that bolsters positive contributions.

4. What are the characteristics of an effective contributor?

Effective contributors...

  • Demonstrate integrity and courage

  • Value harmony, relationships, and team effort

  • Find fulfillment in the hard work of accomplishing team goals

  • Assume responsibility for quality, both personally and organizationally

  • Actively engage in fulfilling delineated purposes

  • Critically and meaningfully work for positive change

5. Can contributorship be strengthened?

Yes.  Frequently the manner in which an individual contributes is shaped by two factors: the work environment and a personal perception of that environment.  Coaching, training, and self-reflection can often reshape a person's contributorship effort.

B. The Contributorship Diagnostic Survey

When asked about their view of work, people focus on two key factors: purpose and affirmation.  In short, people tend to think about the value that their work has inherently and the value they receive as human beings for doing their work.

Purpose--A big part of our work perspective is the degree to which we feel that our work is something worthy of doing.  This is dependent on two fundamental questions: Does my work have meaning? And Does my work make a difference? 

Affirmation--A second key factor that works to shape our perspective is the degree to which we personally feel valued as workers.  This also is dependent on two key questions: Do my leaders and peers recognize my value as a contributor? And Do I feel valued as a person at my workplace?

This Contributorship Self-Assessment plots both Purpose and Affirmation on a matrix so you can graphically understand your personal work perceptions. 

The Survey

Directions.  Answer the twenty questions below.  Don't think too much about specific instances; rather, respond to each question generally and holistically.  Use the following continuum for scoring: 1=Almost never, 2=Very little, 3=Sometimes, 4=Usually, 5=Almost always.   After you have completed the survey, tabulate your answers on the scoring sheet and then plot your totals on the Contributor Matrix that follows.

1.     1  2  3  4  5            My work has meaning.

 

2.     1  2  3  4  5            People often ask for my help and advice.

 

3.     1  2  3  4  5            I am proud of my work.

 

4.     1  2  3  4  5            Others see me as competent

 

5.     1  2  3  4  5            I take the initiative to get things done.

 

6.     1  2  3  4  5            I frequently receive praise for the work I do.

 

7.     1  2  3  4  5            My work is important.

 

8.     1  2  3  4  5            My ideas are taken seriously.

 

9.     1  2  3  4  5            I frequently think about better ways to do my job.

 

10.  1  2  3  4  5            I rarely feel alienated at work.

 

11.  1  2  3  4  5            My work supports my personal goals.

 

12.  1  2  3  4  5            I feel that I am competent.

 

13.  1  2  3  4  5            I feel energized by my role at work.

 

14.  1  2  3  4  5            Others at work see me as successful.

 

15.  1  2  3  4  5            I get excited about my work.

 

16.  1  2  3  4  5            I feel affirmed as a professional.

 

17.  1  2  3  4  5            My work is satisfying.

 

18.  1  2  3  4  5            Both leaders and colleagues listen to me.

 

19.  1  2  3  4  5            I am an enthusiastic contributor

 

20.  1  2  3  4  5            I make a difference at work.

 

Scoring

Transfer the score for each survey statement and place it in the appropriate column below.  Then total each column.  Plot the total of the Purpose Column on the "Y" axis of the chart and the Affirmation Column total on the "X" axis.

  Purpose Column

1. _____

3. _____

5. _____

7. _____

9. _____

11. _____

13. _____

15. _____

17. _____

19. _____

Total: _____

Plot this total on the Perspective Chart, "Y" axis.

  Affirmation Column

2. _____

4. _____

6. _____

8. _____

10. _____

12. _____

14. _____

16. _____

18. _____

20. _____

Total: _____

Plot this total on the Perspective Chart, "X" axis.

 

 

 

Contributor Matrix

Sense of Purpose but 

Low Affirmation

High Sense of Purpose

Sense of Purpose & Affirmation

n

o

t

 

a

f

f

i

r

m

e

d

 

          50      

A

F

F

I

R

M

E

D

          45        
   

I

    40  

II

   
          35        

 

        30        

5

10

15

20

25

30

35

40

45

50

          20        
   

III

    15  

IV

   
          10        
       

 

5        

Low Sense of Purpose & 

Low Affirmation

Low Sense of Purpose

Affirmed but 

Low Sense of Purpose

Quadrant Descriptors

Quadrant I: Low Affirmation but a Sense of Purpose.  These contributors have the perspective that their work has an inherent worth and it is important.  This means that it contributes in some way to the betterment of the organization and, generally speaking, to society as a whole. In short, these contributors see their role as something that should be done.  However, there is a disconnect between the meaning of their work and how they are perceived as workers.  They believe that who they are as contributors and how they do their work is not fully recognized or valued by their peers and/or leaders.  It is their view that they should be trusted more, rewarded more, or affirmed more as important contributors.

Quadrant IV: Affirmed but Low Sense of Purpose.  These contributors have the perspective that their peers and leaders trust them and recognize the good work that they do.  Although they feel valued by others, they are not fully satisfied with their role.  They have a level of discontent with the meaning and/or fulfillment of their work.  Even though they feel affirmed as contributors, they see their job assignments or their roles as unessential, unchallenging, un-stimulating, or repetitive.   They need more.

Quadrant III: Low Sense of Purpose and Low Affirmation.  These contributors have the perspective that what they do for the organization or team is neither meaningful nor affirming.  These contributors often struggle with feelings of loneliness, alienation, detachment, and dissatisfaction.

Quadrant II: Affirmed and a Sense of Purpose. These contributors have the perspective that their work has meaning and their peers and leaders affirm them as valued contributors.  They operate with a mindset about work that is positive, they feel linked to their coworkers, their leaders, the organization, and, most importantly, to their own internal view of themselves as contributors.  People in this group give to the team and organization their best efforts and find satisfaction in doing so.