Understanding our own and others' talents and opportunities can greatly improve cohesion, morale, and communication. The Deeper Signals platform provides various tools that enable HR leaders to understand and compare team dynamics.

To learn more about creating and comparing teams on the Deeper Signals platform, visit this article.

In addition to comparing teams on their Core Drivers, the Deeper Signals platform also provides data on four "Team Skills". Team Skills can be understood as group-level competencies, describing how a team may interact with each other, pursue goals and make decisions. The four Team Skills are built upon scientific evidence as identified by Deeper Signals co-founder Dave Winsborough and outlined in his book, Fusion.

Like the Core Drivers, there is no "right or wrong" level of Team Skills, and high and low scores present strengths and opportunities. When interpreting Team Skills scores, it is critical to acknowledge the team's context, mission, and culture in order to determine what profile will be most helpful to achieve their goals. The following describes each of the four skills in greater detail.

Collective Intelligence describes the team's level of awareness and sensitivity to the group’s needs and emotions.

Teams with high levels of Collective Intelligence are highly cooperative and collaborative, hold trusting and respectful relationships, and carefully manage and work around their colleagues' emotions.

Teams will low levels of Collective Intelligence are transactional, independent, and autonomous. They tend to prioritize tasks over people, are willing to critique others, and have heated conversations to achieve the right outcomes.

Achievement Potential describes the propensity to seek out and pursue ambitious goals, work hard and to a high standard, and engage in competition.

Teams with high levels of Achievement Potential are highly competitive and proactive. They will display lots of energy around new projects and working towards their goals. They are most engaged when they can do high-quality work, beat the competition, and gain recognition.

Teams with low levels of Achievement Potential are laidback, relaxed, and easygoing. They have healthy work-life boundaries, are more interested in cooperating than competing, and display humility.

Conflict Potential describes a team's likelihood of intra- and inter-personal distress and conflict.

Teams with high levels of Conflict Potential are highly critical, passionate, and excitable. They are likely opinionated and strong-minded, which can lead to heated discussions that spill over into arguments and conflict. Their emotional reactivity keeps them agile and alert to risk.

Teams with low levels of Conflict Potential are stable, considerate, and emotionally balanced. They are able to handle a great deal of pressure before their members experience stress or frustration that can damage relationships. They lack urgency or are unwilling to have difficult conversations with each other, leading to group thinking and prioritizing people over tasks.

Creativity describes a team's likelihood of generating new ideas, solving problems in novel ways, and challenging convention.

Teams with high levels of creativity are innovative and quick problem solvers. They are agile, flexible, and adapt to change quickly. They do their best work when having to come up with novel solutions to difficult problems. They may struggle to focus on tasks for a long period of time, meet their deadlines, and can disrupt other organizational processes.

Teams with low levels of creativity are pragmatic and grounded problem solvers. They excel at implementing and maintaining existing practices and protocols. Steady and reliable, they can be trusted to meet deadlines and not disrupt daily processes. They may struggle to adapt to change.