Before: agree what the team is carrying
We choose a situation the team recognises: a reorganisation, changing priorities or decisions that always land on the same desk. We agree which signals to observe. The starting point is a question that matters and can be revisited, rather than a sweeping diagnosis.
During: observe how support works
Roles, coordination and responses to uncertainty become material for discussion. Facilitation separates observation from interpretation. A short experience cannot label people or establish how an entire organisation works. It can reveal a useful question worth testing in the workplace.
After: return to the work
The output is a shared load map and follow-up agreements: what changes, who takes responsibility and when the team reviews it. The four values —força · equilibri · valor · seny— provide working questions. This is our applied interpretation, not a scientifically validated assessment instrument.
A tradition with its own context
UNESCO inscribed human towers in 2010. IESE Insight has explored their leadership and teamwork. These sources provide cultural and organisational context; neither constitutes an endorsement of or partnership with Pinyacle.
força · equilibri · valor · seny
Pinyacle uses these four values as questions about teamwork. We keep their Catalan names. The organisational interpretation below is a framework for discussion, not a scale for scoring people.
força
What capacity do we actually have to sustain our commitments? Consider resources, skills and available support. If delivery depends on exceptional effort every week, examine the load and the structure before asking for more determination.
equilibri
Where does the load accumulate, and what relies too heavily on a single point? Map dependencies, handovers and coordination. The aim is to explain how work is shared and what happens when one part can no longer respond.
valor
What uncomfortable information needs to reach the table? Look at whether people can ask for help, express uncertainty and flag a problem early. The conversation should lead to a concrete decision rather than a personal display of bravery.
seny
Which signals would make us stop or rethink the objective? Establish limits and review criteria. Changing the plan in time can be sound leadership. Afterwards, examine which signal was noticed, what was decided and what changed in the work.