Organizational health self-assessment: twenty-four statements, scored honestly.

The informal network, not the org chart. Every statement here is checkable from channel membership, thread participants, and response times. Reading patterns, not message content.

• Every pair of teams that ship together has a direct channel. Nothing between them routes through one person.chat
• Your most connected person could take a month off without cutting any team off from another.network
• Cross-team questions get a first response within one working day, most of the time.latency
• You can name the last time two functions went quiet on each other, and what changed as a result.history
• Routine status moves in writing. No meeting exists to read a document aloud.docs
• New hires are talking to people outside their own team within their first month.onboarding

Calendar patterns and decision cycle times. The question under every row: is coordination producing decisions, or replacing them?

• Most people get at least one unbroken 90-minute block of work every day.calendar
• Every recurring meeting has an owner with the authority to cancel it, and some have been canceled this year.calendar
• Most meetings leave a trace within 48 hours: a task, a decision note, a change in the work.follow-through
• Routine decisions close in days. Only the consequential ones take weeks.cycle time
• For any decision, one named person decides and the rest advise. Nobody needs the whole room to agree.authority
• Leadership calendars still contain work that isn't a meeting.calendar

The single-point-of-failure group. A zero anywhere here outranks your total. The override rule in the scoring section says why.

• Every critical system has at least two people who can run it unassisted.systems
• Your largest customer knows more than one person at your company.crm
• No critical system, approval, or account has exactly one administrator.access
• A new senior hire could learn how things work from what's written down, not just from who's still around.docs
• You can name your three most depended-on people, and their managers would name the same three.awareness
• Someone important has left in the past two years, and nothing broke that stayed broken.history

Execution signals that drift quietly as headcount grows. Most live in the work tracker and the books, and all of them trend.

• Shipping pace has kept up with headcount. Twice the team isn't producing the old output.tracker
• Little work-in-progress is older than 90 days.tracker
• The books close within two weeks of period end, every period.books
• You know your rework rate: what share of finished work comes back.quality
• Coordination overhead per person is flat or falling as headcount grows.trend
• When execution slows, your own data tells you before exit interviews do.signals

Twenty-four statements, two points each, forty-eight possible. The bands assume you scored honestly and counted every unverifiable statement as a zero.

• Healthy. These patterns are habits, not aspirations. Re-score twice a year and watch the trend, not the total.38-48
• Attention. Pick your two lowest-scoring groups and fix the cheapest structural cause in each. Re-score in a quarter.26-37
• Critical. Concentration and overhead are already taxing execution. Your zeros are the work plan, in order of how much each would hurt tomorrow.0-25
• Override: any zero in the bus factor group means one resignation can hurt you, whatever the total says. Address it before anything else.any 0 in 03