iAiA SA Grid Culture Survey V1

Culture Survey Invitation

for International Association for Impact Assessment (South Africa)
Grid International invites you to take part in a Culture Survey designed to measure your team’s culture and how it contributes to the overall company culture.

Your honest feedback is essential to help identify what’s working well and where improvement is needed. All responses are confidential — only Grid International will review and analyse the data. No individual feedback will be shared.

Results will be combined and compiled into a summary report for your leaders to understand current strengths and opportunities for growth.

Before starting, please complete the short demographic section to help us with accurate analysis. Select the box that represents your department or workshop that corresponds to the person you are reporting to.

Thank you for your participation and openness.

Completing the Survey
Remember, it is important to be open and honest in your responses, providing as many examples as possible to back up your opinion under each Survey heading. Your answers are completely confidential and will be combined with comments from other members of your organisation to generate summary reports. Individual responses will not be shared with any member of your organisation except on an anonymous, generalised basis.

The timeframe for you to submit your responses is by close of business on 31 July 2026.

If you have difficulty accessing the survey either from your email or within your Browser (Chrome, Safari, etc) then the most likely issue is a security setting on your device. Please contact your IT department to assist you - preferably with a screen shot of the problem.

The Survey takes between 30-45 minutes to complete. It will open in your default browser and provided you don't close the browser session it will remain accessible until you submit the Survey.

As you move through the Survey, you will need to complete each page in order to proceed to the following page. You will, however, be able to change any previous responses if you feel you need to, until you are ready to submit your final responses.

Once you've submitted the Survey, however, you will no longer have access to change your responses.
Survey Elements
Eight Elements of organisational culture are presented in the tables that follow.

Each category represents actions that require teamwork and collaboration, and so studying them reveals the norms and culture in place.
1. Decision Making (Advocacy):
2. Speaking Up:
3. Communication:
4. Listening:
5. Working with Others
6. Managing Different Opinions
7. Accountability
How to Allocate Your Points
- Record your point allocation in the "Your Points" column.
- Be sure your total points on each page equals 100.
- Try to select at least 3 statements from the seven provided (Best fit, next best, etc.)
EXAMPLE
Under each category, seven statements are listed that represent different culture styles.

Please review, assess and decide which statements most closely represent your organisation's actual culture as you know and experience it, as it exists at this time.
and this is what those responses mean.
- Statement 'B' is true for you 50% of the time and is the dominant style or behaviour as you see it.
- Statement 'G' is the next most frequently observed behaviour.(25% of the time - the backup style) followed by 'A' and 'C' at the same level.
The total score = 100 and you're able continue to setting out your examples that back up your point allocation.
Commenting on your Answers
EXAMPLE
Note that there's no "correct" or "incorrect" answer - it's your perception of "how things are done" within your organisation.

You will be able to change any of your responses to completed pages until you are ready to submit your final responses.

Once you've submitted the Survey, however, you will no longer have access to change your responses.

If you feel that you have additional comments there will be an opportunity for those to be provided at the end of the Survey.

Please note, closing your Survey at any point in the process before submittting at the end will cause you to lose your responses.

So when you're ready select "NEXT" and get started.

1. Decision Making:

How well do people look for ways to make better decisions? The process of gathering information, considering alternatives, evaluating consequences, and selecting actions that achieve desired outcomes.

Rows	Your Points
A. Decisions are delayed, avoided, or made with minimal effort. Little information is gathered, alternatives are rarely explored, and people tend to defer responsibility or allow circumstances to dictate outcomes. The focus is on minimizing personal involvement rather than finding the best solution.
B. Decisions are made quickly and decisively by those in authority. Input from others is limited and often sought only to validate a preferred solution. Speed, control, and efficiency are prioritized over broad participation. Alternative viewpoints may be viewed as obstacles rather than opportunities to improve the decision.
C. Decisions are improved through open inquiry, robust discussion, and the integration of diverse perspectives. People actively seek relevant facts, challenge assumptions, explore alternatives, and encourage constructive disagreement. The focus is on achieving the best possible outcome while building commitment and ownership among those involved.
D. Decisions are based on finding acceptable compromises. Sufficient information is gathered to reduce risk, but people may avoid fully exploring innovative or controversial options. The goal is to reach a practical solution that most people can live with, even if it is not the best possible outcome. aim is a solution that most people can accept, even if it is not the best possible outcome.
E. Leaders gather input from others but make the final decisions themselves. Their goal is often to act in the group's best interests. Although participation is encouraged, decision-making authority remains with leadership.
F. Decisions are influenced heavily by the desire to maintain harmony and preserve relationships. People may avoid difficult choices, postpone necessary action, or agree with others despite reservations. Consensus is often valued more highly than decision quality or long-term effectiveness.
G. Decisions are driven primarily by personal advantage, influence, or gain. Information is gathered selectively and used strategically to strengthen individual positions. The quality of the decision is often secondary to achieving desired personal outcomes or maintaining leverage.

Points allocated
The Highest Possible Single Number of Points is 98
Negative Values are not Permitted
Your Total Exceeds 100
Max Decision
Min Decision
POINTS SUCCESSFULLY ALLOCATED
POINTS NEED TO BE ALLOCATED CORRECTLY TO CONTINUE

You need to select a minimum of three (3) statements for your point allocation. One statement (the most typical, or “Dominant” culture style) should receive the highest number of points, with the remainder of 100 points spread across at least two further (less typical, or “Back-up” culture style) statements.
Please tell us why you have allocated your points like this. Give us some examples:
What is working well ?
What needs to be improved ?
What impact does the way Decisions are made in the workplace have on you and your work ?

2. Speaking Up

How openly and effectively can people express their personal views, opinions, concerns, ideas, and recommendations? The process of communicating one's thoughts, perspectives, and convictions in a clear, direct, and constructive manner.

Rows	Your Points
A. People are generally willing to express their views, but often in a cautious and moderate manner. Opinions are shared when it feels safe and appropriate.
B. Leaders encourage others to speak up within defined boundaries but retain the right to determine which views are acted upon. People may feel comfortable expressing ideas, provided they align with leadership expectations.
C. People openly, honestly, and respectfully express their views, ideas, concerns, and recommendations. They advocate with clarity and conviction while remaining open to challenge and new information. Differences of opinion are welcomed because they improve understanding, decision-making, and outcomes.
D. People express their views strongly, directly, and often forcefully. Advocacy is used to influence, direct, or persuade others toward a preferred solution. Alternative viewpoints may be dismissed, overridden, or viewed as resistance. The emphasis is on winning acceptance rather than creating understanding.
E. People rarely express their views or opinions. They tend to remain silent, disengage from discussions, or withhold ideas because they see little value in contributing. Concerns often go unspoken, and important information may never surface.
F. People hesitate to express opinions that may create disagreement or discomfort. They often suppress concerns, soften their views, or agree publicly while privately holding different opinions. Maintaining harmony is prioritized over candid expression.
G. People speak up strategically when it serves their personal interests, influence, or objectives. Opinions may shift depending on the audience or circumstances. Advocacy is often used as a tool to gain advantage, build alliances, or strengthen one's position.

Points allocated
The Highest Possible Single Number of Points is 98
Negative Values are not Permitted
Your Total Exceeds 100
Max SpeakUp
Min SpeakUp
POINTS SUCCESSFULLY ALLOCATED
POINTS NEED TO BE ALLOCATED CORRECTLY TO CONTINUE

You need to select a minimum of three (3) statements for your point allocation. One statement (the most typical, or “Dominant” culture style) should receive the highest number of points, with the remainder of 100 points spread across at least two further (less typical, or “Back-up” culture style) statements.
Please tell us why you have allocated your points like this. Give us some examples:
What is working well ?
What needs to be improved ?
How does the extent to which people advocate their thoughts, views and opinions in the workplace and how they are handled affect you and others?

3. Communication

Effective communication involves clarity, openness, timeliness, accuracy, and the willingness to both send and receive information that improves individual and organizational effectiveness.

Rows	Your Points
A. Communication is friendly, supportive, and relationship-oriented. People communicate in ways that preserve harmony and avoid conflict. Difficult messages may be softened, delayed, or withheld to protect feelings, sometimes at the expense of clarity and effectiveness.
B. Communication is limited, inconsistent, and often incomplete. Information is shared only when necessary, resulting in misunderstandings, confusion, and a lack of alignment. People may withdraw from discussions and show little interest in keeping others informed.
C. Communication is generally polite, balanced, and sufficient to maintain operations. Information is shared appropriately, but difficult issues are often discussed cautiously. The emphasis is on maintaining stability and avoiding unnecessary disruption.
D. Communication is selective and strategically managed to serve personal interests or agendas. Information may be shared, withheld, emphasized, or distorted depending on the desired outcome. Trust can be undermined because motives are often unclear.
E. Communication is primarily one-way, directive, and focused on giving instructions, setting expectations, and monitoring performance. Information flows downward, with limited opportunity for dialogue or feedback. Clarity may be high, but openness is often low.
F. Communication is open, honest, direct, and two-way. Information, ideas, concerns, and feelings are shared transparently and respectfully. People actively seek understanding, encourage dialogue, address difficult issues constructively, and ensure that communication leads to shared meaning and coordinated action.
G. Communication is open when leaders choose to share information and often reflects a caring, protective approach. Leaders keep people informed but determine what information is appropriate to share. Dialogue is encouraged within boundaries established by leadership.

Points allocated
The Highest Possible Single Number of Points is 98
Negative Values are not Permitted
Your Total Exceeds 100
Max Communication
Min Communication
POINTS SUCCESSFULLY ALLOCATED
POINTS NEED TO BE ALLOCATED CORRECTLY TO CONTINUE

You need to select a minimum of three (3) statements for your point allocation. One statement (the most typical, or “Dominant” culture style) should receive the highest number of points, with the remainder of 100 points spread across at least two further (less typical, or “Back-up” culture style) statements.
Please tell us why you have allocated your points like this. Give us some examples:
What is working well ?
What could be improved ?
How does this way Communication is currently being conducted and practised affect you and others?

4. Listening

How people engage others in communications through listening. The process of receiving constructive meaning from, and responding to, spoken and/or nonverbal messages.

Rows	Your Points
A. Listening is selective and protective. Leaders listen to understand needs and concerns but often through the lens of deciding what is best for others. Input is welcomed, but decisions are ultimately filtered through the leader's judgment rather than genuine shared understanding.
B. Listening is active, curious, and purposeful. People seek to fully understand both facts and feelings before forming conclusions. Questions are used to clarify, explore assumptions, and uncover deeper meaning. Diverse viewpoints are welcomed, even when they challenge existing thinking, because understanding is viewed as essential to achieving the best possible outcomes.
C. Listening is attentive and supportive but often lacks critical evaluation. People listen to maintain harmony, avoid disagreement, and make others feel heard. They may withhold questions or concerns that could create tension, even when clarification is needed.
D. Listening is minimal, passive, and often disengaged. People appear distracted, avoid involvement, and may only listen when absolutely necessary. Information is often missed because there is little interest in understanding others or contributing to the conversation.
E. Listening is strategic and self-serving. People listen carefully when it benefits their personal interests, influence, or advantage. Information gathered may be used selectively to strengthen their position, build alliances, or gain leverage.
F. Listening is courteous and balanced but generally remains at a surface level. People hear different perspectives and seek compromise, yet may avoid probing deeply into difficult issues or challenging assumptions. The goal is maintaining stability and acceptable working relationships.
G. Listening is selective and primarily focused on gathering information needed to direct, control, or evaluate others. People may interrupt, dismiss opposing views, or stop listening once they believe they have enough information to make a decision. Understanding is secondary to achieving compliance.

Points Allocated
The Highest Possible Single Number of Points is 98
Negative Values are not Permitted
Your Total Exceeds 100
Max Listening
Min Listening
POINTS SUCCESSFULLY ALLOCATED
POINTS NEED TO BE ALLOCATED CORRECTLY TO CONTINUE

You need to select a minimum of three (3) statements for your point allocation. One statement (the most typical, or “Dominant” culture style) should receive the highest number of points, with the remainder of 100 points spread across at least two further (less typical, or “Back-up” culture style) statements.
Please tell us why you have allocated your points like this. Give us some examples:
What is working well ?
What could be improved ?
How does the level of Listening skills is currently being experienced in the workplace affect you and others?

5. Working with Others

How well do team members and groups work together and genuinely seek the best possible results? The process of coordinating efforts, sharing information, leveraging expertise, and collaborating across boundaries to achieve common goals and organizational success.

Rows	Your Points
A. Collaboration is minimal and often reactive. People focus on their own tasks and show little interest in supporting others or coordinating efforts. Departments operate in isolation, and opportunities for teamwork are frequently missed.
B. Collaboration is encouraged by leaders who coordinate efforts across teams and functions. While cooperation is generally positive, decision-making and coordination often remain dependent on leadership direction rather than shared ownership among groups.
C. Teams actively seek opportunities to work together across functions, levels, and boundaries. People share information openly, address differences constructively, leverage diverse expertise, and coordinate efforts to achieve the best possible outcomes for the entire organization. Success is measured by collective results rather than individual or departmental wins.
D. Coordination is driven through authority, direction, and control. Groups work together when instructed to do so, but cooperation is often compliance-based rather than commitment-based. Departments may compete for resources, influence, or recognition, limiting genuine collaboration.
E. Groups cooperate sufficiently to maintain operations and achieve acceptable outcomes. Collaboration occurs when necessary, but people may settle for compromise rather than pursuing the best solution. Coordination is functional but not fully integrated.
F. People are willing to help and cooperate, often going out of their way to support others. However, difficult issues between groups may be avoided, resulting in unresolved tensions, unclear expectations, and reduced effectiveness. Harmony may be prioritized over performance.
G. Cooperation occurs when it benefits individual, departmental, or political interests. Alliances are formed strategically, and information may be shared selectively. Groups may work together temporarily while pursuing different agendas, resulting in inconsistent collaboration and trust.

Points allocated
The Highest Possible Single Number of Points is 98
Negative Values are not Permitted
Your Total Exceeds 100
Max Collaberation
Min Collaberation
POINTS SUCCESSFULLY ALLOCATED
POINTS NEED TO BE ALLOCATED CORRECTLY TO CONTINUE

You need to select a minimum of three (3) statements for your point allocation. One statement (the most typical, or “Dominant” culture style) should receive the highest number of points, with the remainder of 100 points spread across at least two further (less typical, or “Back-up” culture style) statements.
Please tell us why you have allocated your points like this. Give us some examples:
What's working well ?
What can be improved ?
How does the way people currently work together and collaberate affect you and others?

6. Managing Different Opinions

How do people find solutions when there are different opinions? The process of identifying, addressing, and resolving differences in perspectives, priorities, needs, or interests in a way that strengthens relationships and improves results.In a healthy culture, conflict is viewed as a natural and valuable source of information that, when managed effectively, can lead to better decisions, stronger relationships, and improved performance.

Rows	Your Points
A. Conflict is resolved through authority, pressure, or winning. One viewpoint typically prevails, often based on position, expertise, or power. Differences are treated as obstacles to overcome rather than opportunities to learn. Compliance is achieved, but commitment is often limited.
B. Conflict is often resolved by a leader who listens to different viewpoints and then determines the best course of action. While people may feel heard, responsibility for resolution tends to remain with leadership rather than being jointly owned by those involved.
C. Conflict is ignored, avoided, or left unresolved. People withdraw from disagreements, disengage from problem-solving, or hope issues will resolve themselves. Important differences remain unaddressed, often causing frustration, confusion, or recurring problems.
D. Conflict is avoided or smoothed over to preserve relationships and maintain harmony. People may give in, suppress concerns, or agree outwardly despite private disagreement. Immediate peace is achieved, but underlying issues often remain unresolved.
E. Conflict is managed through compromise and negotiation. People seek middle-ground solutions that are acceptable to everyone involved. While disagreements are addressed, solutions may sacrifice optimal outcomes in favour of maintaining balance and reducing tension.
F. Conflict is viewed as a valuable opportunity to improve understanding, strengthen relationships, and achieve better results. People openly explore differences, challenge ideas respectfully, seek underlying causes, and work together to develop solutions that address both concerns and objectives. The focus is on finding the best answer, not winning the argument.
G. Conflict is used strategically to gain advantage, influence outcomes, or strengthen personal positions. People may form alliances, manipulate information, or leverage disagreements to achieve desired objectives. Resolution is often driven by self-interest rather than collective benefit.

Points allocated
The Highest Possible Single Number of Points is 98
Negative Values are not Permitted
Your Total Exceeds 100
Max Conflict
Min Conflict
POINTS SUCCESSFULLY ALLOCATED
POINTS NEED TO BE ALLOCATED CORRECTLY TO CONTINUE

You need to select a minimum of three (3) statements for your point allocation. One statement (the most typical, or “Dominant” culture style) should receive the highest number of points, with the remainder of 100 points spread across at least two further (less typical, or “Back-up” culture style) statements.
Please tell us why you have allocated your points like this. Give us some examples:
What's working well ?
What can be improved ?
How does the way conflict and differences of opinions is handled in your workplace affect you and others?

7. Accountability:

How people are answerable for their own actions, take ownership of results, fulfil commitments, and accept responsibility for the consequences of their decisions and behaviour.Accountability exists when individuals and teams willingly accept responsibility for achieving agreed outcomes, learning from mistakes, addressing problems directly, and following through on commitments without the need for excessive supervision.

Rows	Your Points
A. Accountability is applied selectively and often influenced by personal interests, politics, or power dynamics. Individuals may take credit for success while distancing themselves from failure. Standards can vary depending on relationships, influence, or perceived advantage.
B. Accountability is shared, transparent, and self-directed. People willingly take ownership for commitments, results, and behaviour. They hold themselves and others accountable through honest feedback, clear expectations, mutual support, and a commitment to learning and continuous improvement. Accountability is viewed as a responsibility, not a punishment.
C. Accountability is often softened to protect relationships. People may avoid confronting poor performance, overlook missed commitments, or accept explanations without addressing underlying issues. Maintaining harmony can take precedence over holding one another accountable.
D. Accountability is weak or absent. People avoid responsibility, make excuses, blame circumstances, or disengage when challenges arise. Commitments are often neglected, and there is little ownership for outcomes or follow-through on actions.
E. Accountability is imposed through authority, monitoring, and consequences. People are held responsible by others rather than taking ownership themselves. The focus is on compliance, performance standards, and identifying who is at fault when results are not achieved.
F. Accountability exists at a moderate level. People generally meet expectations and follow through on commitments, but difficult accountability conversations may be delayed or handled cautiously. Standards are maintained, though not always rigorously enforced.
G. Accountability is guided and managed by leaders who monitor performance and intervene when necessary. Leaders often assume responsibility for ensuring results are achieved, sometimes protecting people from the full consequences of their actions while still expecting performance.

Points allocated
The Highest Possible Single Number of Points is 98
Negative Values are not Permitted
Your Total Exceeds 100
Max Accountability
Min Accountability
POINTS SUCCESSFULLY ALLOCATED
POINTS NEED TO BE ALLOCATED CORRECTLY TO CONTINUE

You need to select a minimum of three (3) statements for your point allocation. One statement (the most typical, or “Dominant” culture style) should receive the highest number of points, with the remainder of 100 points spread across at least two further (less typical, or “Back-up” culture style) statements.
Please tell us why you have allocated your points like this. Give us some examples:
What's working well ?
What can be improved ?
How does the way teams and individuals currently take Accountability (or not) affect you and others?

Any Final Thoughts ?
Congratulations! You have reached the end of the Survey.

This is your last opportunity to add any further comments, feedback or suggestions relating to the culture of your organisation.

Once you submit the Survey you will no longer be able to make any changes to your responses.
Please provide any overall comments you believe might further assist Grid International in gaining a clear understanding of your organisational culture.
When you are ready select the SUBMIT button below.

Your responses will be sent to Grid International for processing.

When the 'THANK YOU' screen is displayed this is sufficient proof that your responses have been received.
Should be Empty:

Culture Survey Invitation

1. Decision Making:

2. Speaking Up

3. Communication

4. Listening

5. Working with Others

6. Managing Different Opinions

7. Accountability:

Any Final Thoughts ?