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The FIVE DYSFUNCTIONS of a TEAM

The FIVE DYSFUNCTIONS of a TEAM. Author - Patrick Lencioni Presentation: Nikki MacRae Senior Human Resource Manager. Session Objectives. Overview of book Understand the Model Practical tools review Discuss current challenges Generate ideas for overcoming the 5 dysfunctions.

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The FIVE DYSFUNCTIONS of a TEAM

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  1. The FIVE DYSFUNCTIONS of a TEAM Author - Patrick Lencioni Presentation: Nikki MacRae Senior Human Resource Manager

  2. Session Objectives • Overview of book • Understand the Model • Practical tools review • Discuss current challenges • Generate ideas for overcoming the 5 dysfunctions

  3. Overview of the book • The Fable • Luck • Underachievement • Lighting the Fire • Heavy Lifting • Traction • The Model • Overview of the Model • Team Assessment • Understanding and Overcoming the Five Dysfunctions

  4. The Fable • Story: small technology company • Generalized characters • Lack of Leadership • Heavy politics within leadership team • Focus: Building Teams

  5. Overview of the Model • Absence of Trust • Fear of Conflict • Lack of commitment • Avoidance of Accountability • Inattention to Results

  6. Overview of the Model (con’t) • A well functioning team • Trust team members • Unfiltered debates • Commit to decisions and plans of action • Hold each other accountable • Focus on achievement of results

  7. Team Assessment • Team members complete assessment • Review results • Discuss Discrepancies • Determine implications for the team

  8. Practical Tools: Trust • Solutions: • Personal Histories • Team Effectiveness • Personality and Behavioral Preference • 360-Degree Feedback • Leader: Demonstrate vulnerability

  9. Practical Tools: Fear of Conflict • Productive conflict vs. destructive fighting • Back-channel personal attacks • Time • Solutions: • Mine for conflict • Reinforce healthy debate • Leaders: allow debate

  10. Practical Tool: Lack of Commitment • Cause: Need for Consensus and Certainty • Impact to employees • Solutions: • Cascading Messaging • Decision deadlines • Contingency & Worst Case Scenarios • Leader: OK with wrong decisions

  11. Practical Tools: Avoidance of Accountability • Difficult conversations • Peer pressure • Solutions: • Publication of Goals and Standards • Simple and Regular Progress Reviews • Clear Expectations • Team rewards • Leader: Team to be primary accountability mechanism

  12. Practical Tools: Inattention to Results • Company Goals vs. team status & individual status • Solutions: • Public Declaration of Results • Results Based Rewards • Activity & effort vs. achievement of results • Leader: Focus on results

  13. Current Challenges? • What ‘dysfunctions’ sound familiar? • How would you like your team to improve?

  14. Team Development • What would you like to take back to your teams? • How will you implement change? • When?

  15. Questions?

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