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THE FIVE DYSFUNCTIONS OF A TEAM SOWO 804 Lecture XII

THE FIVE DYSFUNCTIONS OF A TEAM SOWO 804 Lecture XII. Tamara Norris, Instructor Management and Community Practice School of Social Work University of North Carolina at Chapel Hill. THE 5 DYSFUNCTIONS OF A TEAM. Inattention to RESULTS. Avoidance of ACCOUNTABILITY.

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THE FIVE DYSFUNCTIONS OF A TEAM SOWO 804 Lecture XII

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  1. THE FIVE DYSFUNCTIONS OF A TEAMSOWO 804Lecture XII Tamara Norris, Instructor Management and Community Practice School of Social Work University of North Carolina at Chapel Hill

  2. THE 5 DYSFUNCTIONS OF A TEAM Inattention to RESULTS Avoidance of ACCOUNTABILITY Lack of COMMITMENT Fear of CONFLICT Absence of TRUST

  3. #1 BUILDING TRUST (Ascending) • Trust is the foundation of teamwork • On a team, trust is all about vulnerability, which is difficult for most people • Building trust takes time, but the process can be greatly accelerated • Like a good marriage, trust on a team is never complete; it must be maintained over time

  4. #2 MASTERING CONFLICT • Good conflict among team members requires trust, which is all about engaging in unfiltered passionate debate about issues • Even among the best teams, conflict will at times be uncomfortable • Conflict norms, though they will vary from team to team, must be discussed and made clear among the team (Club House) • The fear of occasional personal conflict should not deter a team from having regular, productive debate

  5. #3 ACHIEVING COMMITMENT • Commitment requires clarity and buy-in • Clarity requires that teams avoid assumptions and ambiguity. And that they end discussions with a clear understanding about what they decided upon • Buy-in does not require consensus. Members of great teams learn to disagree with one another and still commit to a decision

  6. #4 EMBRACING ACCOUNTABILITY • Accountability on a strong team occurs directly among peers • For a culture of accountability to thrive, a leader must demonstrate a willingness to confront difficult issues • The best opportunity for holding one another accountable occurs during meetings, and the regular review of a team scoreboard provides a clear context for doing so

  7. #5 FOCUSING ON RESULTS • The true measure of a great team is that it accomplishes the results it sets out to achieve—focusing like a laser beam! • To avoid distractions, team members must prioritize the results of the team over their individual or departmental needs • To stay focused, teams must publicly clarify their desired results and keep them visible

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