Innovation Climate Questionnaire

Live Report

11-Dec-2017 4:28:10 AM


There are a total of 41 responses FROM 01-Oct-2014 to 08-Nov-2017.


  1. Employees are more effectively empowered if they are given a clear vision of the future and where the company is trying to go. The need for innovation is then apparent to them, and they know how to direct their efforts.

    Check the statements that are more true than false in your organization:

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     PercentCountAnswers
    ---------------
    50.0% 13/26 The vision and strategies often help me in setting priorities.
    38.5% 10/26 Our organizational vision and strategies are clear to me.
    26.9% 7/26 Little effort has been made to clarify what the vision and strategy mean to us in this area.
    26.9% 7/26 My boss has created a reasonably clear vision and strategy for our area.
    19.2% 5/26 Our organization's announced visions and strategies inspire me.
    15.4% 4/26 The vision and strategies would work if applied, but management decisions don't fit with them.
    15.4% 4/26 Strategies are changed so often that no one at my level pays much attention to them.
    ---------------


  2. Both innovation and organizational learning require trying new things, seeing what happens, and learning from the experience. When those trying new ideas are punished for "mistakes," two things go wrong: (1) people stop experimenting, and (2) mistakes are covered up, so no organizational learning results.

    Check the statements that are more true than false in your organization:

    ---------------
     PercentCountAnswers
    ---------------
    40.0% 10/25 Good management of projects involving risk and unpredictability is highly valued, even when things don't turn out according to plan.
    40.0% 10/25 Honest and original mistakes are recognized as an indication of initiative and courage.
    28.0% 7/25 New ventures are held to the same standards of predictability as well-established businesses.
    24.0% 6/25 Experiments are OK in the lab, but not in the marketplace.
    24.0% 6/25 Even minor mistakes are punished.
    16.0% 4/25 People who make mistakes are encouraged to share them widely so that others can learn.
    ---------------


  3. Intrapreneurs are employees who behave like entrepreneurs on behalf of the company. They are persistent visionaries who act courageously to turn ideas into profitable realities. They become the hands-on leaders of specific innovations within an organization. Intrapreneurs are an essential ingredient in every successful innovation process.
    In your experience, how does your organization respond to intrapreneurs?

    Check the statements that are more true than false in your organization:

    ---------------
     PercentCountAnswers
    ---------------
    44.0% 11/25 We so frustrate people who have the intrapreneurial spirit that most of them leave within their first five years.
    44.0% 11/25 Effective intrapreneurs are generally rewarded.
    32.0% 8/25 I can think of a number of intrapreneurs who have survived and prospered at our organization.
    24.0% 6/25 Even after success, the first conspicuous failure is a career-limiting event.
    16.0% 4/25 Even when the business results are good, the bold behaviors that lead to intrapreneurial success are punished.
    12.0% 3/25 Many of our general managers, business unit managers, and directors have a prior history of intrapreneurial success.
    ---------------


  4. Sponsors are people with power or influence who support, coach, protect, and find resources for an intrapreneurial project and its team.

    What percentage of your organization's managers have the skills, power, commitment, and courage to be effective sponsors of intrapreneurial initiatives?

    ---------------
     PercentCountAnswers
    ---------------
    12.5% 5/40 0-5%
    32.5% 13/40 6-15%
    22.5% 9/40 16-30%
    15.0% 6/40 31-50%
    12.5% 5/40 51-75%
    5.0% 2/40 76-100%
    ---------------
     100.0%40/40Summary
    ---------------


  5. Innovative organizations create cross-disciplinary project teams to implement innovation, and they empower them to make decisions. For example, a new product team might-at a minimum-include people from marketing, engineering, and manufacturing.

    Check the statements that are more true than false in your organization:

    ---------------
     PercentCountAnswers
    ---------------
    44.0% 11/25 Cross-functional team members come as "ambassadors" from their functional organizations-they negotiate with teammates, but functional bosses who are not part of the team generally make the real decisions.
    32.0% 8/25 We use teams effectively within functions, but we don't have many effective cross-functional teams or cross-business-unit teams.
    32.0% 8/25 We rarely use teams effectively; bosses assign work to individuals, not to teams.
    28.0% 7/25 We are using cross-functional teams well.
    24.0% 6/25 We have some effective teams, but most so-called "teams" are really a bunch of individuals with rather different visions of where the project is going.
    20.0% 5/25 Project teams in our organization have considerable freedom to make decisions and act on them without needing to ask for permission.
    20.0% 5/25 Project teams have considerable choice in recruiting and selecting new team members.
    ---------------


  6. Some organizations push most decisions up to a level way above the doers. Such organizations are not good at implementing innovation.

    What percentage of your time is spent getting or waiting for permission to act rather than taking action or gathering information so that you and your team can make your own decisions?

    ---------------
     PercentCountAnswers
    ---------------
    10.5% 4/38 0-10%
    28.9% 11/38 11-25%
    18.4% 7/38 26-40%
    18.4% 7/38 41-65%
    18.4% 7/38 66-85%
    5.3% 2/38 86-100%
    ---------------
     100.0%38/38Summary
    ---------------


  7. New ideas and hunches require exploration before their value can be demonstrated to others. Innovative organizations give people the freedom to use some of their time to explore new ideas and hunches without having to ask permission.

    What percentage of your time at work can you safely divert from your assigned tasks to explore new ideas you believe have promise?

    ---------------
     PercentCountAnswers
    ---------------
    21.1% 8/38 0-2%
    15.8% 6/38 3-5%
    26.3% 10/38 6-10%
    18.4% 7/38 11-20%
    15.8% 6/38 21-40%
    2.6% 1/38 41-100%
    ---------------
     100.0%38/38Summary
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  8. What an organization becomes depends in part on how far ahead it looks. Innovation is more likely to occur when people are thinking well into the future.

    In talking with me, my boss's attention rarely extends beyond

    ---------------
     PercentCountAnswers
    ---------------
    7.9% 3/38 The next day
    18.4% 7/38 The next week
    18.4% 7/38 The next month
    28.9% 11/38 The next year
    23.7% 9/38 The next five years
    2.6% 1/38 The next twenty-five years
    ---------------
     100.0%38/38Summary
    ---------------


  9. Intrapreneurs appoint themselves to their role and then seek the corporation's blessing for their task. Intrapreneurial team members are recruited rather than told to join the team. Despite this, some corporations still appoint people to carry out innovations.

    Check the statements that are more true than false in your organization:

    ---------------
     PercentCountAnswers
    ---------------
    50.0% 12/24 Team members are appointed on the basis of availability, not interest, compatibility, or passion for the idea.
    37.5% 9/24 It is often very difficult to get permission to leave one's current assignment to join an intrapreneurial team.
    33.3% 8/24 Most people leading innovation projects are appointed without much concern for whether they are passionate about the idea.
    33.3% 8/24 If someone wants to join an intrapreneurial team and the team wants him or her, he or she is generally allowed to do so.
    29.2% 7/24 Most people leading innovation projects are self-selected intrapreneurs.
    12.5% 3/24 Individuals have considerable influence on the selection of the teams and projects on which they serve.
    8.3% 2/24 Team members are recruited by the team leader and may choose whether to join.
    ---------------


  10. The knowledge generated by an intrapreneurial project is stored in its people. Despite this, when an intrapreneurial project becomes successful, corporations often take it from those who created that success and give it to "professional managers." In general, each early-stage hand-off has a 90 percent chance of killing the project.

    Check the statements that are more true than false in your organization:

    ---------------
     PercentCountAnswers
    ---------------
    36.4% 8/22 Intrapreneurial leaders and at least half the core team frequently stay with the project from near the beginning to full implementation.
    31.8% 7/22 In theory, we honor the right of intrapreneurs to manage the projects they have created, but in practice, once they succeed, other managers generally take over.
    22.7% 5/22 We get good team continuity up through the launch of a new product, but around that time, the team often moves on and new people take over.
    22.7% 5/22 Intrapreneurs and key team members are frequently transferred to other assignments.
    18.2% 4/22 People come and go in development teams, but there is always a good overlap of project old-timers who maintain memory of the team's past learning.
    9.1% 2/22 Our development process includes a series of planned hand-offs from stage to stage.
    ---------------


  11. New ideas generally don't fit the existing organizational pattern. Therefore innovators have to cross boundaries to get help and support. But bureaucratic managers often say no to people from outside their area, just to demonstrate that they are in control.

    What percentage of your time and resources is spent helping people outside your area in ways that are not part of your assigned responsibilities?

    ---------------
     PercentCountAnswers
    ---------------
    8.3% 3/36 0-2%
    36.1% 13/36 3-7%
    19.4% 7/36 8-15%
    30.6% 11/36 16-30%
    2.8% 1/36 31-50%
    2.8% 1/36 51-100%
    ---------------
     100.0%36/36Summary
    ---------------


  12. In companies with a strong organizational community, people take care of each other and help each other out. They think in terms of the good of the whole rather than just the agenda of their area. Organizational community provides a base of support for innovators and a force to direct freedom toward worthwhile ends.

    Check the statements that are more true than false in your organization:

    ---------------
     PercentCountAnswers
    ---------------
    50.0% 11/22 Many of us are proud to be part of this company.
    45.5% 10/22 People feel a strong desire to make contributions to this company and to the people in it.
    45.5% 10/22 There are people in the company who always lend a hand, and we honor them regardless of their rank.
    36.4% 8/22 People here feel a strong sense of membership and mutual support.
    22.7% 5/22 People are very cynical about the company as a whole and are guided by selfish concerns, including concerns for their immediate area.
    22.7% 5/22 I don't trust this company or the people in it to support me in times of trouble.
    18.2% 4/22 I feel a sense of community with my unit or function, but not with the company as a whole.
    13.6% 3/22 When I ask for help in some other part of the company, people there generally say they're too busy.
    ---------------


  13. Refocusing on how to better serve customers drives organizations toward productive innovation. Focus on internal politics tends toward conservatism, mistargeted megaprojects, and failure to exploit genuinely superior technology.

    When decisions are made in your organization, what percentage of the criteria (implicit or explicit) relates to understanding and better meeting customers' or users' needs, as opposed to satisfying internal politics and defending turf?

    ---------------
     PercentCountAnswers
    ---------------
    8.3% 3/36 0-5%
    19.4% 7/36 6-20%
    25.0% 9/36 21-35%
    13.9% 5/36 36-65%
    25.0% 9/36 66-85%
    8.3% 3/36 86-100%
    ---------------
     100.0%36/36Summary
    ---------------


  14. When an intrapreneur faces many internal monopolies for essential services and permissions, the chances are that any truly novel project will be stopped. The most innovative companies provide more than one place to go for most things, so intrapreneurs can "wire around" people who are blocking them.

    Check the statements that are more true than false in your organization:

    ---------------
     PercentCountAnswers
    ---------------
    36.4% 8/22 Choice exists in the informal systems of our organization, but the formal systems are biased toward internal monopolies.
    36.4% 8/22 Teams often have a choice among several internal suppliers of services such as IS, training, sales, manufacturing, and software engineering.
    31.8% 7/22 There are many internal monopolies in our company; this causes complacency and forces us to use internal service providers that are not up to the highest standards.
    18.2% 4/22 If we can't get "what we need when we need it" from inside suppliers, we are generally able to go outside to get it.
    9.1% 2/22 A team with a new product or service will be told what sales force to use, even if the assigned salespeople are not really interested in selling the new offering.
    ---------------


  15. Innovation is frequently discouraged by the way performance is measured. The most innovative organizations develop measurements that encourage innovation.

    In what areas do the current measurement systems of your organization do more to encourage than to discourage innovation?

    ---------------
     PercentCountAnswers
    ---------------
    65.0% 13/20 Process innovation.
    40.0% 8/20 Product innovation.
    40.0% 8/20 Marketing and sales innovation.
    40.0% 8/20 Incremental innovation.
    40.0% 8/20 Breakthrough innovation.
    35.0% 7/20 Technical invention.
    10.0% 2/20 Support group innovation.
    ---------------


  16. Information is useful to an organization only if the people doing the work and making the decisions have it. In the most innovative organizations, information flows freely, both horizontally and vertically.

    Check the statements that are more true than false in your organization:

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     PercentCountAnswers
    ---------------
    54.5% 12/22 We hit a good balance between truthfulness and tact.
    40.9% 9/22 At least once a month, we get detailed financial reports on our business.
    36.4% 8/22 Information is closely guarded as a political resource.
    36.4% 8/22 People here tell the truth, even if it is painful or not what someone wants to hear.
    22.7% 5/22 We share information about customers freely across organizational boundaries.
    22.7% 5/22 The truth is hidden; people say what bosses want to hear.
    18.2% 4/22 Fear of leaks to competitors keeps us from sharing information with others in the company who might need it.
    13.6% 3/22 We share information about technology freely across the boundaries of the organization.
    ---------------


  17. Companies that treat employees well gain a competitive advantage: employees are more loyal, and they have a greater sense of safety, which gives them the courage to innovate. When you observe managers of this organization making decisions, what do you see?

    Check the items that are more rather than less characteristic of your organization:

    ---------------
     PercentCountAnswers
    ---------------
    50.0% 11/22 Genuine concern for employees, backed up by supportive actions?
    50.0% 11/22 Real respect for others, even when they are of lower status in the organization?
    40.9% 9/22 Concern for people as long as there is little cost attached?
    40.9% 9/22 A tendency to see all people as people, not as cogs in the machine?
    36.4% 8/22 Willingness to take a short-term earnings hit to protect employees' jobs?
    31.8% 7/22 Indifference to the effect of decisions on people's lives?
    13.6% 3/22 Rewards for brutality and intimidation?
    ---------------


  18. Companies with a strong commitment to serving society's needs-to social, environmental, and ethical responsibility-often anticipate external changes and out-innovate their competitors. In addition, they attract a better type of employee, with greater commitment to serving customers and improving the world.

    Check the statements that are more true than false in your organization:

    ---------------
     PercentCountAnswers
    ---------------
    72.7% 16/22 When making decisions, we take social and environmental issues very seriously.
    63.6% 14/22 We have a written commitment to ethical priorities beyond what is required by law.
    31.8% 7/22 We obey the law in environmental and social issues, but don't work very hard at going beyond what the law requires.
    9.1% 2/22 We are sometimes lax in meeting the requirements of social and environmental laws.
    0.0% 0/22 We laugh at anyone who talks about ethical responsibilities beyond compliance.
    ---------------


  19. Many organizations value only those innovations that can be confidently projected to add at least 5-10 percent to the bottom line within a few years. For huge companies, such opportunities are rare; aiming for them usually results in very costly failure. The better way to growth involves numerous smaller bets, many of which succeed modestly and some of which open the door to huge opportunities in which you have a commanding advantage. Then you may prudently invest for the "home run."

    Check the statements that are more true than false in your organization.

    ---------------
     PercentCountAnswers
    ---------------
    50.0% 10/20 We are good at trying things on a small scale to find out what works.
    40.0% 8/20 Innovation is managed centrally to make sure we invest only in things with the highest potential.
    35.0% 7/20 We are good at managing many small businesses in a decentralized way, so we have many small beginnings in many different places.
    15.0% 3/20 Our desire to promise "big results" fast causes many managers to make mistakes on a larger scale than necessary.
    10.0% 2/20 Once something is shown to work on a small scale, we are good at scaling up quickly.
    10.0% 2/20 Small beginnings are out of favor. We only want home runs.
    ---------------


  20. In your experience of your organization, what do you think has been most supportive of innovation?



  21. In your experience of your organization, what has done the most to slow down or stop innovation?



  22. Our organization's primary business(es) are:

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     PercentCountAnswers
    ---------------
    59.1% 13/22 Healthcare
    22.7% 5/22 Services
    22.7% 5/22 Manufacturing
    13.6% 3/22 Information technology
    9.1% 2/22 Communications
    9.1% 2/22 Software
    4.5% 1/22 Government agency
    4.5% 1/22 Consulting
    4.5% 1/22 Energy
    4.5% 1/22 Finance
    0.0% 0/22 Other
    0.0% 0/22 Not for profit
    0.0% 0/22 Transportation
    0.0% 0/22 Entertainment / Hospitality
    0.0% 0/22 Electronics
    ---------------


  23. If you checked "Other" above, please describe:



  24. Size of company/organization based on annual revenue/sales in U.S. dollars(or budget if not-for profit)

    ---------------
     PercentCountAnswers
    ---------------
    20.0% 7/35 0 1 million
    14.3% 5/35 1 10 million
    20.0% 7/35 10 to 100 million
    11.4% 4/35 100 million 1 billion
    5.7% 2/35 1 billion to 10 billion
    22.9% 8/35 10 to 100 billion
    5.7% 2/35 over 100 billion
    ---------------
     100.0%35/35Summary
    ---------------


  25. Number of people employed by your company/organization

    ---------------
     PercentCountAnswers
    ---------------
    11.1% 4/36 Fewer than 20
    19.4% 7/36 20 to 150
    27.8% 10/36 151 to 1000
    8.3% 3/36 1,001 to 10,000
    27.8% 10/36 10,001 to 100,000
    5.6% 2/36 Over 100,000
    ---------------
     100.0%36/36Summary
    ---------------


  26. In what geographic area is the office that you work in?

    ---------------
     PercentCountAnswers
    ---------------
    28.6% 10/35 U.S.
    8.6% 3/35 Canada
    5.7% 2/35 Mexico
    8.6% 3/35 Central America
    2.9% 1/35 South America
    14.3% 5/35 Western Europe
    2.9% 1/35 Eastern Europe
    11.4% 4/35 Asia
    8.6% 3/35 Australia and New Zealand
    2.9% 1/35 Africa
    5.7% 2/35 Middle East
    ---------------
     100.0%35/35Summary
    ---------------


  27. In what geographic area is the headquarters of your organization?

    ---------------
     PercentCountAnswers
    ---------------
    22.9% 8/35 U.S.
    5.7% 2/35 Canada
    8.6% 3/35 Mexico
    0.0% 0/35 Central America
    2.9% 1/35 South America
    31.4% 11/35 Western Europe
    5.7% 2/35 Eastern Europe
    11.4% 4/35 Asia
    5.7% 2/35 Australia and New Zealand
    2.9% 1/35 Africa
    2.9% 1/35 Middle East
    ---------------
     100.0%35/35Summary
    ---------------


  28. My function is most nearly:

    ---------------
     PercentCountAnswers
    ---------------
    5.9% 2/34 Manufacturing and/or Operations
    8.8% 3/34 Marketing & Sales
    11.8% 4/34 Research & Development
    2.9% 1/34 Product or Service Design
    2.9% 1/34 Finance
    5.9% 2/34 Human Resources
    0.0% 0/34 Communications
    23.5% 8/34 Information Technology
    5.9% 2/34 Legal
    5.9% 2/34 Planning
    8.8% 3/34 General Management
    2.9% 1/34 Intrapreneuring & New Business Development
    14.7% 5/34 Other
    ---------------
     100.0%34/34Summary
    ---------------


  29. If you checked "Other" above, please describe:



  30. I am:

    ---------------
     PercentCountAnswers
    ---------------
    28.6% 6/21 at headquarters
    23.8% 5/21 in the line organization
    19.0% 4/21 a middle manager
    19.0% 4/21 in a staff group
    14.3% 3/21 in the field
    14.3% 3/21 an executive
    4.8% 1/21 an individual contributor
    4.8% 1/21 a supervisor
    ---------------


  31. Survey Identification Number

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     PercentCountAnswers
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    20.0% 3/15 1
    0.0% 0/15 2
    0.0% 0/15 3
    0.0% 0/15 4
    0.0% 0/15 5
    0.0% 0/15 6
    0.0% 0/15 7
    0.0% 0/15 8
    0.0% 0/15 9
    0.0% 0/15 10
    0.0% 0/15 11
    6.7% 1/15 12
    0.0% 0/15 13
    0.0% 0/15 14
    0.0% 0/15 15
    0.0% 0/15 16
    0.0% 0/15 17
    0.0% 0/15 18
    0.0% 0/15 19
    0.0% 0/15 20
    0.0% 0/15 21
    0.0% 0/15 22
    6.7% 1/15 23
    0.0% 0/15 24
    0.0% 0/15 25
    0.0% 0/15 26
    0.0% 0/15 27
    0.0% 0/15 28
    0.0% 0/15 29
    0.0% 0/15 30
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    0.0% 0/15 32
    0.0% 0/15 33
    0.0% 0/15 34
    0.0% 0/15 35
    0.0% 0/15 36
    0.0% 0/15 37
    0.0% 0/15 38
    0.0% 0/15 39
    0.0% 0/15 40
    0.0% 0/15 41
    0.0% 0/15 42
    0.0% 0/15 43
    0.0% 0/15 44
    0.0% 0/15 45
    6.7% 1/15 46
    0.0% 0/15 47
    0.0% 0/15 48
    0.0% 0/15 49
    0.0% 0/15 50
    0.0% 0/15 51
    0.0% 0/15 52
    0.0% 0/15 53
    0.0% 0/15 54
    0.0% 0/15 55
    0.0% 0/15 56
    0.0% 0/15 57
    0.0% 0/15 58
    0.0% 0/15 59
    0.0% 0/15 60
    0.0% 0/15 61
    0.0% 0/15 62
    6.7% 1/15 63
    0.0% 0/15 64
    0.0% 0/15 65
    0.0% 0/15 66
    0.0% 0/15 67
    0.0% 0/15 68
    0.0% 0/15 69
    0.0% 0/15 70
    0.0% 0/15 71
    0.0% 0/15 72
    0.0% 0/15 73
    0.0% 0/15 74
    0.0% 0/15 75
    0.0% 0/15 76
    0.0% 0/15 77
    6.7% 1/15 78
    0.0% 0/15 79
    0.0% 0/15 80
    6.7% 1/15 81
    0.0% 0/15 82
    6.7% 1/15 83
    0.0% 0/15 84
    0.0% 0/15 85
    0.0% 0/15 86
    0.0% 0/15 87
    0.0% 0/15 88
    0.0% 0/15 89
    0.0% 0/15 90
    0.0% 0/15 91
    0.0% 0/15 92
    6.7% 1/15 93
    0.0% 0/15 94
    6.7% 1/15 95
    6.7% 1/15 96
    0.0% 0/15 97
    0.0% 0/15 98
    6.7% 1/15 99
    6.7% 1/15 100
    ---------------
     100.0%15/15Summary
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  32. Organization Identification Number

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     PercentCountAnswers
    ---------------
    13.3% 2/15 1
    0.0% 0/15 2
    0.0% 0/15 3
    0.0% 0/15 4
    0.0% 0/15 5
    0.0% 0/15 6
    0.0% 0/15 7
    6.7% 1/15 8
    0.0% 0/15 9
    0.0% 0/15 10
    0.0% 0/15 11
    0.0% 0/15 12
    0.0% 0/15 13
    0.0% 0/15 14
    0.0% 0/15 15
    0.0% 0/15 16
    0.0% 0/15 17
    0.0% 0/15 18
    0.0% 0/15 19
    0.0% 0/15 20
    0.0% 0/15 21
    0.0% 0/15 22
    0.0% 0/15 23
    6.7% 1/15 24
    0.0% 0/15 25
    0.0% 0/15 26
    0.0% 0/15 27
    0.0% 0/15 28
    0.0% 0/15 29
    0.0% 0/15 30
    0.0% 0/15 31
    0.0% 0/15 32
    0.0% 0/15 33
    0.0% 0/15 34
    0.0% 0/15 35
    6.7% 1/15 36
    0.0% 0/15 37
    0.0% 0/15 38
    0.0% 0/15 39
    0.0% 0/15 40
    0.0% 0/15 41
    0.0% 0/15 42
    0.0% 0/15 43
    0.0% 0/15 44
    0.0% 0/15 45
    0.0% 0/15 46
    6.7% 1/15 47
    6.7% 1/15 48
    0.0% 0/15 49
    0.0% 0/15 50
    0.0% 0/15 51
    0.0% 0/15 52
    0.0% 0/15 53
    0.0% 0/15 54
    0.0% 0/15 55
    0.0% 0/15 56
    13.3% 2/15 57
    0.0% 0/15 58
    6.7% 1/15 59
    0.0% 0/15 60
    0.0% 0/15 61
    0.0% 0/15 62
    0.0% 0/15 63
    0.0% 0/15 64
    0.0% 0/15 65
    0.0% 0/15 66
    0.0% 0/15 67
    6.7% 1/15 68
    0.0% 0/15 69
    0.0% 0/15 70
    0.0% 0/15 71
    0.0% 0/15 72
    0.0% 0/15 73
    0.0% 0/15 74
    0.0% 0/15 75
    0.0% 0/15 76
    0.0% 0/15 77
    0.0% 0/15 78
    6.7% 1/15 79
    0.0% 0/15 80
    0.0% 0/15 81
    0.0% 0/15 82
    0.0% 0/15 83
    0.0% 0/15 84
    6.7% 1/15 85
    0.0% 0/15 86
    0.0% 0/15 87
    0.0% 0/15 88
    0.0% 0/15 89
    0.0% 0/15 90
    0.0% 0/15 91
    0.0% 0/15 92
    0.0% 0/15 93
    6.7% 1/15 94
    0.0% 0/15 95
    0.0% 0/15 96
    0.0% 0/15 97
    0.0% 0/15 98
    0.0% 0/15 99
    6.7% 1/15 100
    ---------------
     100.0%15/15Summary
    ---------------


  33. Group Identification Number

    ---------------
     PercentCountAnswers
    ---------------
    18.8% 3/16 1
    0.0% 0/16 2
    0.0% 0/16 3
    0.0% 0/16 4
    0.0% 0/16 5
    0.0% 0/16 6
    0.0% 0/16 7
    0.0% 0/16 8
    0.0% 0/16 9
    6.3% 1/16 10
    0.0% 0/16 11
    0.0% 0/16 12
    6.3% 1/16 13
    0.0% 0/16 14
    0.0% 0/16 15
    0.0% 0/16 16
    6.3% 1/16 17
    0.0% 0/16 18
    0.0% 0/16 19
    6.3% 1/16 20
    0.0% 0/16 21
    0.0% 0/16 22
    6.3% 1/16 23
    0.0% 0/16 24
    0.0% 0/16 25
    0.0% 0/16 26
    0.0% 0/16 27
    0.0% 0/16 28
    0.0% 0/16 29
    6.3% 1/16 30
    0.0% 0/16 31
    0.0% 0/16 32
    0.0% 0/16 33
    0.0% 0/16 34
    0.0% 0/16 35
    0.0% 0/16 36
    0.0% 0/16 37
    0.0% 0/16 38
    0.0% 0/16 39
    6.3% 1/16 40
    0.0% 0/16 41
    0.0% 0/16 42
    0.0% 0/16 43
    0.0% 0/16 44
    0.0% 0/16 45
    0.0% 0/16 46
    0.0% 0/16 47
    6.3% 1/16 48
    0.0% 0/16 49
    0.0% 0/16 50
    0.0% 0/16 51
    0.0% 0/16 52
    0.0% 0/16 53
    0.0% 0/16 54
    0.0% 0/16 55
    0.0% 0/16 56
    0.0% 0/16 57
    0.0% 0/16 58
    0.0% 0/16 59
    6.3% 1/16 60
    0.0% 0/16 61
    0.0% 0/16 62
    0.0% 0/16 63
    0.0% 0/16 64
    0.0% 0/16 65
    0.0% 0/16 66
    0.0% 0/16 67
    0.0% 0/16 68
    0.0% 0/16 69
    0.0% 0/16 70
    0.0% 0/16 71
    0.0% 0/16 72
    0.0% 0/16 73
    0.0% 0/16 74
    0.0% 0/16 75
    0.0% 0/16 76
    0.0% 0/16 77
    0.0% 0/16 78
    0.0% 0/16 79
    0.0% 0/16 80
    0.0% 0/16 81
    0.0% 0/16 82
    0.0% 0/16 83
    0.0% 0/16 84
    0.0% 0/16 85
    0.0% 0/16 86
    0.0% 0/16 87
    6.3% 1/16 88
    0.0% 0/16 89
    0.0% 0/16 90
    0.0% 0/16 91
    0.0% 0/16 92
    0.0% 0/16 93
    0.0% 0/16 94
    0.0% 0/16 95
    0.0% 0/16 96
    0.0% 0/16 97
    12.5% 2/16 98
    0.0% 0/16 99
    6.3% 1/16 100
    ---------------
     100.0%16/16Summary
    ---------------