| name | tmsk - Team Analysis |
| description | Analyzes something from the team perspective. Identifies composition, roles, communication patterns, coordination costs, and collaboration synergies. |
| output | {"format":"prose"} |
Team Analysis
Input: $ARGUMENTS
Step 1: Identify the Team
TEAM: [Name or description of the team]
SIZE: [Number of members]
PURPOSE: [Why this team exists]
GOAL FOR THIS ANALYSIS: [What we're evaluating about the team]
If $ARGUMENTS describes a project rather than a team, define the team needed.
Step 2: Map Composition and Roles
Who is on the team and what do they do?
ROLES:
- [Role 1]: [Person/type] — owns [responsibility]
- [Role 2]: [Person/type] — owns [responsibility]
- [Role 3]: [Person/type] — owns [responsibility]
MISSING ROLES:
- [Role] — needed because [reason]
OVERLAPPING ROLES:
- [Role A] and [Role B] overlap on [area] — risk: [conflict/confusion/redundancy]
Step 3: Assess Communication Patterns
How does information flow?
COMMUNICATION CHANNELS:
- [Channel 1: meetings, slack, docs] — used for [what]
- [Channel 2] — used for [what]
COORDINATION COSTS:
- [Cost 1: e.g., 3 hours/week in sync meetings]
- [Cost 2: e.g., handoff delays between roles]
INFORMATION GAPS:
- [Who doesn't know what they need to know]
- [Where context gets lost]
Step 4: Identify Team Capabilities
What can this team do that individuals cannot?
TEAM-ONLY CAPABILITIES:
- [Capability 1] — requires [which roles working together]
- [Capability 2] — requires [which combination]
SYNERGIES:
- [Role A] + [Role B] = [combined output greater than sum]
BOTTLENECKS:
- [Everything flows through Person/Role X]
- [Step Y depends on a single person]
Step 5: Diagnose Collaboration Health
WORKING WELL:
- [What the team does effectively together]
FRICTION POINTS:
- [Where collaboration breaks down] — cause: [reason]
- [Where coordination fails] — cause: [reason]
TRUST LEVEL: [High / Medium / Low]
ALIGNMENT LEVEL: [High / Medium / Low — does everyone agree on goals?]
Step 6: Recommendations
TO IMPROVE TEAM PERFORMANCE:
1. [Action] — addresses [which problem from above]
2. [Action] — addresses [which problem]
3. [Action] — addresses [which problem]
TO REDUCE COORDINATION COSTS:
- [Specific change to process or communication]
TO UNLOCK NEW CAPABILITY:
- [What to add or change to enable something the team can't do yet]
Integration
Use with:
/indv -> Drill into one team member's perspective/orgn -> Zoom out to organizational context/comc -> Design team communication improvements/plsk -> Evaluate the team's plan
