This test inspired the blog post [2021-09-21 Lean, generative cultures and how to find them](2021-09-21%20Lean,%20generative%20cultures%20and%20how%20to%20find%20them.md) # Alignment and decision making autonomy Employees (Individual contributors, IC) should know the company strategy and how they are contributing to it. Executives (and middle managers, M) should be setting directions, defining limits and freedoms, and making improvements to operations (instead of micromanaging). Everyone should be contributing and feel engaged. - Who defines the solutions to the business problems? (Make sure it is not the managers/leaders…) - Can you give examples how the company supports you/you are supporting your employees? - Can you explain how your own work impacts the company mission and goals (and what those are)? # Transparency and information flow People should be willing to disagree when they see things differently and openly share how they come to their views. - Can you give some examples of how your team navigates disagreements and makes decisions in spite of disagreements? - Can you explain how you increase engagement and teamwork among your reports? - "Praise in public, criticize in private" - do you agree to that statement, and why? (If you only criticize in private, that indicates an unilateral control mindset incompatible with a generative culture. ) # Accountability and dependability Everyone on the team should be encouraged to take full responsibility for their words, actions, and results. - Can you give examples of how you ensure that your colleagues can depend on each other? - How do you motivate people to participate in meetings, take on responsibilities, and grow? # Curiosity and continuous improvement Teams should have a mutual learning mindset and be eager to improve continually. - Can you provide concrete examples of how your team improves itself and learns together? - What is the most exciting thing your team worked on or researched recently, and what did you learn? - Can you explain what happens when someone finds a problem or something going wrong - how does the team and company treat those cases? # Compassion and radical candor The bringer of bad news is celebrated, and employees feel confident that problems can be surfaced to their superiors. Contrarian views are surfaced, not suppressed. - What do you see as the organization's most significant strengths and weaknesses, and how are you acting on those insights? - Do you feel confident that you can raise *all* your problems, negative outcomes, and bad news with your manager?