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Ricardo Minas

Positive Agility

Positive Agility Assessment

How psychologically healthy and behaviourally agile is your team or organisation?

Positive Agility bridges positive psychology with Agile practice. High performance requires more than process. It requires psychological health. This assessment examines five dimensions that enable sustained agility: growth mindset, psychological safety, resilience, engagement and purpose, and a genuine culture of learning.

Two versions available: one for teams, one for organisations. Answer 15 questions on a 1–5 scale and get an instant radar chart with targeted guidance.

Mindset

Assess how the team frames challenges, responds to failure, and approaches learning, the foundation of a growth-oriented culture.

  1. 1.When the team hits an obstacle or misses a goal, how quickly do people shift from what went wrong to what we can learn?

    We dwell on the failureWe reflect and move forward

  2. 2.How often does the team openly share things they tried that didn't work, without it feeling risky to admit?

    Almost neverRegularly and comfortably

  3. 3.When someone on the team faces a stretch challenge, how does the group typically respond?

    Doubt or avoidanceEncouragement and curiosity

Safety

Assess whether people on the team feel genuinely safe to speak up, disagree, admit mistakes, and raise concerns, without social penalty.

  1. 1.How comfortable do team members feel raising a concern or disagreeing with a decision in a group setting?

    Very uncomfortableCompletely comfortable

  2. 2.When someone makes a mistake, how does the team typically respond?

    Blame or silenceCuriosity and support

  3. 3.How often do people hold back ideas or feedback because they're worried about how others will react?

    FrequentlyAlmost never

Resilience

Assess the team's capacity to absorb setbacks, adapt under pressure, and bounce forward, not just back, when things get hard.

  1. 1.After a difficult sprint, a failed release, or a setback, how long does it typically take the team to regain its energy and focus?

    We struggle for a long timeWe recover and adapt quickly

  2. 2.When priorities shift unexpectedly, how does the team typically respond?

    Frustration and resistanceCalm and practical adaptation

  3. 3.Does the team actively support each other during high-stress periods, or does everyone just try to cope individually?

    Each person is on their ownWe actively look out for each other

Engagement

Assess the team's motivation, sense of meaning, and connection to the work, the intrinsic drivers that sustain performance over time.

  1. 1.How clearly do team members understand how their work connects to something that genuinely matters, to users, to the product, to the mission?

    The connection isn't clearVery clear and meaningful

  2. 2.How would you describe the team's energy levels and enthusiasm going into a typical week of work?

    Low, flat, or going through the motionsEnergised and genuinely motivated

  3. 3.Does each person on the team have room to bring their strengths to the work, or is everyone just filling a role?

    Mostly just filling rolesStrengths are visible and valued

Learning

Assess the team's culture of curiosity, experimentation, and genuine improvement, not just retrospective rituals but real learning cycles.

  1. 1.When the team tries something new and it doesn't work, what usually happens next?

    We move on without reflectingWe capture the insight and adjust

  2. 2.How often does the team deliberately experiment, trying a different approach to see what happens, rather than defaulting to what's familiar?

    RarelyRegularly and intentionally

  3. 3.Do retrospective actions actually change how the team works, or are they mostly forgotten by the next sprint?

    Mostly forgottenConsistently followed through
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