TALBOK™ Profile

This 49-question assessment is designed to measure your decision making performance across the seven TALBOK™ domains. After you submit your answers, you will be presented with a breakdown of your scores and a brief explanation of what they mean. You will also be able to request more information about how TALBOK™ can help you improve your and your team's performance.

Read each of the following statements and select the answer that most closely reflects your level of agreement with each one.

Please make sure to answer all the questions:
  1. Experts who rely on automatic routines tend to be more prepared to confront novel problems.
  2. When arguing to make a point, experts tend to reason out of intuition dismissing facts and arguments that contradict their point of view.
  3. Creativity in overcoming challenges is one of the most serious shortcomings in knowledge-intensive work.
  4. Framing a problem in positive terms always increases the effectiveness of the decision-making process.
  5. Rules of thumb developed for coordination and cooperation in expert work, support better decision-making.
  6. The discomfort created by the cognitive dissonance between the reality of a problem and our expectations, demotivates and hinders action toward solving it.
  7. Effort spent by experts continuously analyzing their own performance diminishes their ability to focus on complex tasks, therefore diminishing performance.
  8. The design and creation of work-related artifacts usually has to include non-functional factors such as satisfaction and ease of use and understanding.
  9. Memory of previous experiences is the most important factor determining the difference between novice and expert performance.
  10. Novices in a particular field lack the basic knowledge necessary to benefit from scaffolding interventions when introduced to a novel artifact.
  11. Restricting interpersonal interactions to phone calls, while avoiding more impersonal communication channels like email, text messaging and instant messaging, increases social bonding.
  12. New concepts or ideas are more easily received when externalized in novel, creative formats.
  13. Plug-and-play devices are desirable for personal use — smartphones and laptop computers, for instance — but not so much in complex work environments where risk is involved — like in an intensive care unit, where plug-and-play devices can increase the possibility for error.
  14. Automatization of tasks can lead to an increase in the number of human errors during crisis situations.
  15. In highly complex work environments it is common to see the emergence of a less individualized leadership where the roles of leaders and followers are somewhat fluid.
  16. Subjective definitions of quality must be discarded in favor of objective, quantitative quality metrics, in order to reliably measure the impact of quality improvement efforts.
  17. Business models based on offering customized products and services are becoming less feasible as technological complexity drives the costs of customization upward.
  18. Dissecting a system and analyzing its elements separately is often the best way to understand the it, since it eliminates the complexity caused by the interactions between system parts.
  19. Business process improvement initiatives are best implemented incrementally, starting with a small number of simple processes and gradually expanding improvement efforts to more, larger processes.
  20. Making more people responsible for solving a particular problem increases the likelihood of solving it.
  21. Data-driven decision-making works best at an operational or tactical level, where there is less uncertainty and it is possible to automate decisions. High-uncertainty strategic decisions must be based on experienced judgement.
  22. The social environment greatly influences the success or failure of innovation efforts.
  23. Most experts’ decisions are based on intuition developed through experience, rather than on careful analytical reasoning.
  24. Insights are uncontrollable moments of sudden discovery that occur independently of gradual knowledge acquisition. Therefore experts can not be trained to develop insight as a skill.
  25. While novices use a recognition-based approach to retrieve a single likely solution to a problem, experts tend to systematically compare multiple potential solutions in order to arrive at the best one.
  26. Work environments where fast and accurate performance is expected at all times, promote the development of adaptability in experts.
  27. Following unchecked rules or heuristics developed through experience can lead to incorrect risk assessments and faulty decision-making.
  28. The concept of apprenticeship applies to the learning of domain-specific knowledge by novices, but not to the incorporation of experts into existing organizational cultures.
  29. The tendency to trust people who are familiar to us tends to reduce the cost of decision-making and produce substantial increases in pay-offs in both individual and joint pay-offs.
  30. Instinctive human reactions to authority, power, beauty, and familiarity influence people into changing their behavior.
  31. When compared to non-entrepreneurs, entrepreneurs tend to make decisions based on a greater appreciation of the risks involved.
  32. How people and groups perceive their individual and collective levels of efficacy is not related to the outcomes they anticipate for their efforts.
  33. Having strong roles for the members of a team is helpful in making them more willing to express differing views.
  34. Negotiation processes focused on balancing the interests of both negotiating parties tend to result in suboptimal outcomes.
  35. Experts’ ability to respond to rapidly-changing situations is enhanced by the existence of clear goals and team roles.
  36. Relying on intuitive hunches alongside analytical decision making impedes desired outcomes.
  37. The way in which a problem is presented does not influence how decision-makers solve it.
  38. The words chosen to describe or explain past situation influence the outcomes of future situations.
  39. Problems which require a multidisciplinary solution demand that decision makers achieve a common understanding of concepts, methods, problems and tools.
  40. Even when members of a team disagree on how to deal with specific problems and situations, they can still achieve their goals if there are mechanisms in place for coordination of activities.
  41. Teams who constantly adjust their strategies to attend to new emerging requirements tend to fall short of their goals.
  42. Built-in monitoring capabilities directly impact teams’ ability to notice potential errors and change course accordingly.
  43. Choosing goals that are challenging but attainable increases task performance.
  44. When examining potential courses of action, it is usually beneficial to consider team members’ reaction tendencies in unexpected situations.
  45. Mentoring supports socializing team members into an existing culture and its expectations.
  46. Future decisions are influenced by the stories constructed to interpret and explain previous successes and failures.
  47. Quick deliver and rapid response to emerging features and requirements can be better achieved by short cycles of planning and delivery.
  48. Functioning teams' cohesiveness and productivity may decrease when new members join them or new challenges are tackled.
  49. Complex workspaces increasingly require explicit procedures to keep track of information flows.