1 / 20

Five Dysfunctions of a Team

Five Dysfunctions of a Team. Why are teams important? What do teams look like?. What makes teams “tick”? When can this model be used?. The Dysfunction Model. Absence of Trust--Invulnerability. Trust is…. Willingness to admit weaknesses and mistakes Ask for help

porter
Download Presentation

Five Dysfunctions of a Team

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Five Dysfunctions of a Team

  2. Why are teams important? What do teams look like? What makes teams “tick”? When can this model be used?

  3. The Dysfunction Model Absence of Trust--Invulnerability

  4. Trust is… • Willingness to admit weaknesses and mistakes • Ask for help • Accept questions and input about their areas of responsibility • Give one another benefit of doubt before arriving at conclusion • Take risks • Focus time and energy on important issues, not politics • Look forward to meetings as opportunities to work with team • Lencioni, Patrick. The FIVE Dysfunctions of a TEAM, Jossey-Bass Publisher, San Francisco, CA., 2002, pg.197.

  5. The Model Fear of Conflict—Artificial Harmony Absence of Trust--Invulnerability

  6. Conflict • Imperative to meet conflict “head on”. Any avoidance causes team deterioration. • Acknowledging conflict is healthy and the first step to working as a team. • Team members need to know that conflict is necessary and coach each other to keep conflict going until resolved • During a meeting where conflict occurs, team lead needs to remind others that this conflict is healthy and necessary! • What situation has occurred recently that conflict was an issue or should have been?

  7. Conflict is healthy!!! Ask QuestionsTake a Risk

  8. The Model Lack of Commitment--Ambiguity Fear of Conflict—Artificial Harmony Absence of Trust--Invulnerability

  9. Commitment • Clarity and buy-in are two functions that must happen every time. • Consensus—all ideas must be heard and considered before this can be effective • Certainty—unity behind decisions yet little assurance about clarity and buy-in—used when consensus not possible • Important—conflict underlies the willingness tocommit without perfect information

  10. Commitment is…. • Clarity around directions and priorities • Alignment of entire team around common objectives • Developing an ability to learn from mistakes • Taking advantage of opportunities before competitors do • Moving forward without hesitation • Changing direction without hesitation or guilt

  11. The Model Avoidance of Accountability —Low Standards Lack of Commitment--Ambiguity Fear of Conflict—Artificial Harmony Absence of Trust--Invulnerability

  12. Accountability • Peer Pressure is the most effective and efficient means of keeping high standards. • Defined as willingness to call their peers on performance or behaviors that might hurt the team • Ways to assist: publish goals and standards for all to see; frequent progress reports; team rewards

  13. Team members hold each person accountable so that the team … • Ensures that poor performers feel pressure to improve • Questions each other without hesitation to confirm goals and path • Holds high standards for all persons to reach goal • Reach goal(s) through total team effort.

  14. The Model Inattention to results— Status and Ego Avoidance of Accountability —Low Standards Lack of Commitment--Ambiguity Fear of Conflict—Artificial Harmony Absence of Trust--Invulnerability

  15. Results • This is the ultimate dysfunction: ego and individual growth and status • The established goals and standards must be the focus. It is not the individual, department, group BUT the team that succeeds.

  16. Results Activity Create a chart with three columns: • Great Things we have done AS A TEAM! • Things we have done we NEVER want to do again!! • Things we have not done that we want to do!!!

  17. Focusing on results causes a team to…. • Have all persons achievement oriented. • Totally eliminates egos and status seekers • Celebrates successes and rethinks failures for good of team • Keeps distractions to a minimum with ideal elimination of distractions.

  18. Result focus on. . . • Achievement oriented employees • Avoids distractions • Keeps the TEAM together with the “I”. • Minimizes individual behaviors.

  19. The Role of the Leader. . .  to model the behavior, and to set up a structure to facilitate the behavior. An example of modeling a behavior would be to show one’s willingness to be vulnerable, to model Trust. An example of setting up a structure to facilitate a behavior would be to go around the table in a meeting to give each person a chance to state concerns, to facilitate Commitment.  .

  20. Reflections • Trust—What did we learn? • Conflict—Did we resolve any conflicts? Are we adjusting our schedules? When will we cross the hall and communicate? • Commitment—What are we committed to doing? • Accountability—Who will lead the standards? • Results—There is no “I” in TEAM!!!

More Related