However, your interest may lie, primarily, in how you can use the TDA, or how you can apply the results. I will cover those topics at a later date, but if you want to get started straight away then here is a 'quick start' guide.
1: Produce a report
There are no fees at all associated with using the online TDA or producing a report. The only 'cost' involved is your time, in setting up an account to administer your reports, and then in running each individual survey project.
There are detailed instructions on how to set up an account, create a project and produce a report on the TDA 360 page.
Consider setting up two projects: one for the team to complete and one for selected people outside the team to complete. This will enable you to compare the team's view of themselves with an independent perspective.
2: Print the results
The results are presented in the form of a bar graph, ranging from short green bars to long red bars:
Each red bar indicates the possible presence of a team dynamic that is hindering team performance (the dynamics in the TDA system are called team complexes). The longer the bar, the more likely the presence of the complex.
Next to each bar, on the outside of the table (far right or far left) is the name of the complex.
3: Read the complex description
There is a table summarising the team complexes near the bottom of the page at http://www.teamtechnology.co.uk/teamwork/complex.html. This page also gives some brief background information on team complexes (ie: that they are a form of group think).
Where there is a red bar in your TDA report, click on the corresponding complex name (either in the online report, or in the summary table just referred to). That page will give you a description of the team complex, and towards the bottom are some bullet-point suggestions for the team to consider.
4 Discuss with the team
Print the report and any relevant complex pages, and bring them to a team meeting or workshop to discuss with the team (even with virtual teams, it is important to hold face to face discussions to discuss topics such as team dynamics). The main focus of the discussion should be (a) to assess the extent to which the results reflect what is happening in the team and then (b) to consider the bullet-point suggestions and also come up with other relevant ideas on how to improve teamwork.
Taking the latter, positive focus in the discussion, ie: on solutions, will be far more productive than just having a negative focus, which tends to stifle creativity and reinforce the team dynamic rather than deal with it.
5 Follow up
Team building is an ongoing process, not just an event. So it is important, once you have identified some solutions to your team dynamics problems, that you follow up. This may simply involve agreeing some actions and monitoring their progress, or it may require you to meet regularly to review progress and develop an ongoing action plan. One trap that teams often fall into is that of going back to work and being so busy that they forget about the follow up.
Also, one good way of following up is to do the questionnaire again in, say, 6 or 12 months time. This will help you measure whether your follow up is having the impact you hope on the team.