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  • Do you need to identify and accelerate the development of your current and future global leaders?
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  • Would your business be more successful if individuals, teams and divisions of your organization could work more effectively with colleagues from other cultures?
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  • Would your global organization benefit from a proactive approach to change management and transformation?
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  • Does your organization need to adapt or develop strategies to better motivate, engage and retain valuable global talent?
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ITAP International specializes in global, cross-border consulting. We focus on helping individuals, teams and organizations work across internal and national borders, achieving success through people. We are experts working in multiple countries with extensive line and staff experience in multiple sectors. Our work is based on the best research and the best global practices. Our services focus on:

  1. Talent retention and development
  2. Effectiveness of the senior team and mission critical global teams
  3. Global workforce development
  4. Transformation and change

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ITAP is a licensee of the Hofstede CWQ™

The Hofstede Culture in the Workplace Questionnaire™ (Hofstede CWQ) is based on the seminal cultural research of Dr. Geert Hofstede. ITAP licenses the Hofstede CWQ from ODE Consulting® Pte. Ltd. The Hofstede CWQ is the only instrument endorsed by Dr. Hofstede. ODE Consulting's licensed CW Partners and Global Resource Team members have worldwide exclusive rights to its use and are approved to represent Dr. Hofstede's research. According to Dr. Hofstede, "This [approval] is due to their professionalism and deep understanding of my work.”

Culture, what Dr. Hofstede refers to as "software of the mind/mental programming," is a critical variable that guides peoples' actions and reactions. Understanding one's own culture and the impact of culture on the actions of others is essential for effective global business interactions. The Hofstede Culture in the Workplace Questionnaire™ provides respondents with insights about themselves and a better understanding of how their cultural preferences, as well as the cultural preferences of others, impact working relationships.

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The Organizational Team Process Questionnaire™ is a derivative of the Global Team Process Questionnaire™. Its form, function, and purposes are in all respects similar to those of the Global Team Process Questionnaire™, except it has been designed to work with teams that are not global or multicultural. It is therefore suitable for all uses with teams that are located within a single country or that are not culturally diverse. In certain cases (for example, with an expatriate team made up of members from a single culture), it may be suitable for other uses.

Clients typically utilize this instrument for one or more of the following purposes:

  1. Repeated applications with a single team over time (typically three to six months between each application) so that the team leader or a facilitator can report on the team's progress toward specific process goals (better communications, clearer understanding of objectives, roles and responsibilities, etc.)
  2. Comparing a team or teams' results with benchmarks developed by ITAP International for teams in the same industry
  3. Comparing teams within the same company with benchmarks developed through the team process questionnaires within the same company
  4. Developing metrics so that team effectiveness may be compared across the same division
  5. Comparing process to output measures to determine in what ways improvement in teams' functioning affects outputs

The administration of the Organizational Team Process Questionnaire™ may also be a part of a Team Analysis and Performance Improvement approach to teams.



How well the team members are working together is a leading indicator of success in achieving a team’s goals. Measuring their human process interactions helps focus on where things are going well and where an intervention might improve output.

The TPQ questionnaire results provide baseline data for teams, team leaders, and consultants to utilize as they work to improve team performance. The results identify current areas that team members agree are going well (and may be appropriate for celebration), current areas that the team members agree are NOT going well (low hanging fruit that can easily be remedied as team members agree it needs attention); and those areas which require a more in depth intervention where there is a lack of agreement about what needs to be changed.

By analyzing the question and dimension results, as well as looking at question averages and standard deviations, specific interventions can be provided which target an identified problem. Following the intervention, the next iteration of the questionnaire can provide an opportunity to measure the effect of the intervention. Subsequent iterations can also help identify internal and external changes which have impacted the team's ongoing effectiveness.

Following the results review by the consultant or the team leader, the team can discuss the results either as a whole or in small groups. This review is usually followed by action items for changes in the team.

Results from each team can be compared to ITAP International’s database of information of company norms for each core question; industry norms for each core question; or cross-industry (all data) norms for each core question. These norms give teams comparison points as to its place in a larger universe of teams.

TPQ Report Components

Executive Summary Charts

The Executive Summary charts, which show the team’s results on each of the dimensions, highlight the key issues on the team. The Executive Summary barchart includes the team average and team standard deviation (SD) for each dimension, and the overall team average and SD for the core questions is also shown. If this is a Long Report, you also have the option to include Comparison Data. If this is a second iteration or higher, you may choose to include dimension averages from previous iterations. If this is a second iteration or higher in a Long Report, you may choose to include a line chart which shows how the team overall average for all questions has changed over time (This is noted as “#Include Team Average for each question – previous iteration(s)” in the Generate Report options list).

Below are some examples of Executive Summary Charts:


Executive Summary Narrative

The Executive Summary Narrative is written by the Facilitator or Administrator after reviewing and analyzing the rest of the report and all the data. Ideally it should consist of three or four paragraphs that highlight the key successes, challenges and opportunities for the team.

Quadrant Chart

(In the report this page is called Diagnosis and is accompanied by an explanatory page called Diagnosis Descriptions). The Quadrant Chart (Diagnosis page) displays the questions sorted into four quadrants according to Average and Standard Deviation (SD).


Individual Question Results

The team average and standard deviation (SD) are displayed for each individual quantitative question. If this is a Long Report, you also have the option to include Comparison Data. If this is a second iteration or higher, you may choose to include question averages from previous iterations.

Here is a first iteration sample:

In the online version of the individual question results, it is possible to sort the questions by Question (default), by SD, and by Average by clicking on the headings at the top of the columns. The printed results are always sorted in the default order by Question.

Here is a second iteration sample with Comparison Data:


Team Spidergrams and Team Comments for each question

The spidergrams are an excellent diagnostic tool and can serve as a starting point for discussion and analysis in an intervention.  The spidergrams are useful in that they clearly indicate how much agreement or disparity there is among individual team members, i.e., to what extent do each of the team members see things the same way?

The comments for each question as well as the responses to the Qualitative Questions can help to illuminate the answers given to the quantitative questions.  They can provide explanations for why the quantitative questions were answered they way they were, and often the contradictions can be as illuminating as the observations and rationales. Whether there is agreement or disagreement about a result, the reasons for this may vary, and the comments can help to provide insight and focus as you are analyzing the results and planning an intervention or feedback session.

The spidergrams and comments for each question are presented together. Here is a sample:

Qualitative Questions

The Qualitative Questions are presented at the end of the report, after all the individual spidergrams. Here is a sample:


The first TPQ administration produces the baseline against which all subsequent administrations of the GTPQ can be compared.  The TPQ requires a second iteration, usually more. The second administration is accomplished after a suitable interval, in teams with longevities of a year or more, every three months, typically.  However, every team is different and the team and team leader may want a unique schedule.

Three Types of TPQ Questions

The TPQ Questionnaires include both quantitative and qualitative questions. The total number of questions is usually kept to about 35 to 45, which allows most respondents to answer the questionnaire in about 20 - 30 minutes. It’s important to understand one of the unique features of the TPQ Questionnaires -- the three types of questions.

Core Questions:  Core questions are normally not modified unless the question for some reason could not be answered by the team.  There are qualitative and quantitative core questions. The quantitative core questions have been used frequently over time and a database of responses has been acquired.  These questions have almost always (except for new questions) been correlated with the dimensions to create the questionnaire’s Executive Summary Charts. 

Optional Questions:  These are often questions which started out as Custom Questions, now on their way to becoming Core Questions; they may be selected by team leaders or consultants to add to the core questions.  Results to these questions are not compared against the database.

Custom Questions:  Custom questions are developed by the consultant in consultation with the team leader and are edited at ITAP for clarity.  These questions are usually team-specific and give the team the opportunity to tailor the questionnaire to meet its special requirements. Custom questions can be either quantitative or qualitative.

Summative Evaluation/Lessons Learned

It can be useful to have the TPQ administered as the curtain falls on a team—at that point, team members have had an opportunity to process what has occurred across the full life cycle of the team and to reflect on it.  This information, typically lost, can be as valuable to future teams as exit interviews are to future employees.

How can the TPQ help a company improve its competitive advantage?

  • Improve productivity and results 
    • By helping teams and team leaders identify appropriate areas for improvement
    • By utilizing successful team leaders / teams on the most critical projects
  • Affirm team members
    • By improving morale, reducing turnover, or both
    • By investing in and developing team members
  • Develop leadership and manage succession – By identifying strong or weak team leaders and using that data to:
    • Provide development support to new, less-experienced or faltering team leaders
    • Set up a leadership mentoring system
  • Be fiscally responsible - By reducing the costs usually associated with training and development through focusing on assessed needs.
  • Encourage innovation and growth – By comparing global team data against industry norms and establishing baselines, continuous improvement can be measured.

What Types of Issues Can the TPQ Analyze?

  • The TPQ can provide focused information on:
  • Team strengths and weaknesses
  • Team alignment / misalignment
  • Unexpected subteam formation
  • Problems developing as a result of ineffectively acculturating new team members
  • Effect of team leadership
  • Impact of organizational changes/initiatives


Teams, because they represent significant corporate investment require proactive attention. Assessment of human process interactions (HPIs) can provide early detection of and recommended response to looming obstacles in order to prevent them from hindering the team's productivity and effectiveness. Team leader development, combined with focused team training, doubly improves the team. Both are provided through ITAP's team consulting process.

ITAP has three team assessment instruments that share a common approach and discipline. These are the:

  • Global Team Process Questionnaire™, for teams that operate across borders
  • Organizational Team Process Questionnaire™ for teams that operate within borders, and
  • Action Learning Team Process Questionnaire™ - for action learning teams

The Global Team Process Questionnaire™ was the first research-based quantitative study of process differences on global teams. In the early 1990's, a Swiss-based pharmaceutical company asked ITAP International to develop a method for measuring process performance on three global teams. Their purpose was to reduce research and development time in three drug delivery areas. Because the composition and assignments of the teams were similar, the teams became ideal candidates for studying differences in human processes interactions on global teams.

ITAP International developed the Global Team Process Questionnaire™ (GTPQ) to measure human process on these teams. The GTPQ has been administered to teams of research and development scientists, clinicians, statistical analysts, compensation analysts, and information technology, consumer product, financial and real estate professionals. It also has helped leadership teams, board-level teams, and other top-management groups.

ITAP Global Resource Team Offices

Seoul, South KoreaSingapore / China / PhilippinesMunich, GermanyPrinceton, New Jersey, USA


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ITAP Asia Pacific

OD Corea / ITAP Asia Pacific
Seoul, South Korea

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ITAP Singapore / ITAP China / ITAP Philippines

ODE Consulting /

ODE Consulting (China) Co., Ltd. / 
Shanghai, China

CMC Business Solutions / 
Manila, Philippines

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ITAP Europe

TWIST Consulting / ITAP Europe
Munich, Germany

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ITAP Americas

ITAP Americas
Princeton, NJ, USA

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