How it works
See how your team works. Know what to do next.
Octahedron turns anonymous team feedback into a clearer picture of how your team works together, with practical next steps and a way to track change over time.
Understand what is working. Identify what needs attention. Give your team something specific to work on together.
Anonymous team input.
Clear insights.
Practical action.
Invite your team
Start with the people doing the work together.
Choose the team you want to understand, then share one assessment link and code. Everyone uses the same access information and answers individually about their experience of working together.
Before the team begins, make the purpose clear: this is not about finding the problem person or grading individual performance. It is about understanding the patterns you can improve together.
The same link for everyone on the team.
- ✕
Finding the problem person - ✕
Grading individual performance - ✓Understanding the patterns we can improve together
See the patterns. Not the names.
Participants do not need to sign in or provide personal details to complete the assessment.
No sign-in, no personal details
People open the shared link and answer. There is no account to create and nothing that asks who they are.
Answers can’t be traced
Questions appear in a different order for each person. In the report, answers are shuffled again within each dimension, so no one’s responses can be followed from one section to the next.
No tracking who responded
Octahedron does not identify who has or has not responded. The focus stays on the team’s experience, not attaching answers to individuals.
Understand the results
Move from “something feels off” to a clearer conversation.
Octahedron organizes your team’s feedback through the RASP model: Receptive, Adaptive, Supportive, and Productive. Together, these dimensions help you explore the behaviors shaping how your team works.
Can people raise concerns, ask questions, and offer a different perspective?
Can the team challenge familiar approaches and adjust when circumstances change?
Can people ask for help and rely on one another?
Can the team work through tension and disagreement to move the work forward?
These are connected dimensions, not four personality types or labels for individual team members.
Put insight into practice
Give your team something to do, not just something to read.
Your results come with recommended next steps, dimension-aligned exercises, and facilitator guides to help you put the insights into practice.
Choose a focus. Work through an exercise. Agree on a specific behavior to practice in the work you are already doing.
That might mean changing how you:
- invite concerns before a decision,
- respond when someone asks for help, or
- handle disagreement without avoiding the issue.
What comes with your results
Recommended next stepsWhere to start, based on your team’s results.
Dimension-aligned exercisesMatched to Receptive, Adaptive, Supportive, or Productive.
Facilitator guidesTo help you lead the conversation with the team.
The goal is not another broad commitment to “communicate better.”
It is an answer to a more useful question:
What will we do differently the next time this situation happens?
What could that look like?
Illustrative example · not a client result
- 1The pattern
A team feels supportive of one another but hesitates to challenge decisions.
- 2The conversation
“Are we making room for disagreement, or are we confusing support with agreement?”
- 3The practice
Before finalizing an important decision, invite each person to name a concern, risk, or alternative. Hear the perspectives before responding to them.
- 4The follow-through
At the next meeting, revisit whether concerns surfaced while they could still influence the decision.
This is the shift
A general intention to build trust
A specific way of working that the team can practice
The report starts the conversation.Your everyday work is where you put it into practice.
Track what changes
Do not assume the work is helping. Revisit the team’s experience.
Follow-up assessments and comparison reports let you review changes in your team’s results over time.
Use each follow-up to return to the questions that matter.
- Are people experiencing the team differently?
- What needs more attention?
- Which practices should you continue, change, or stop?
Keep the discussion grounded in everyday work: whether concerns are raised earlier, support is easier to ask for, and disagreement is being worked through rather than avoided.
Illustrative · comparison report, not a client result
Not every score moves the same way. Supportive dipped here, which is worth discussing, not hiding.
A follow-up is not a promise that every score will improve.
It is an opportunity to understand what has changed and decide what to do next.
Not a one-time conversation about the team you have today.
A repeatable way to work on the team you are building.
Before you start
A few practical questions.
How many people should participate?
Current plans are designed for teams of 5–15 people.
Choose a group whose members genuinely work together. Their shared work should provide the context for the conversation that follows.
Should we try to work out who gave a particular answer?
No. Use the findings to explore the team’s experience, not to identify respondents.
Ask, “What might make this experience possible on our team?” rather than, “Who would have said that?”
What should we tell the team before they begin?
A useful introduction is:
What happens after we discuss the results?
Make a specific commitment, not a general promise.
Agree on what you will try, where you will practice it, and when you will discuss whether it is helping. Start small enough that the team can follow through.
Your team does not need another report to file away. It needs a clearer place to start.
Start with the team’s experience. Make room for the conversation. Turn what you learn into something you can practice together.