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The FIVE DYSFUNCTIONS of a TEAM

The FIVE DYSFUNCTIONS of a TEAM. A LEADERSHIP FABLE By PATRICK LENCIONI. Presented by PATTY PETERSON, AVP Campus Relations Manager. The FIVE DYSFUNCTIONS of a TEAM. Overview Building a cohesive team is difficult, but not complicated. Genuine teamwork is rare.

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The FIVE DYSFUNCTIONS of a TEAM

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  1. The FIVE DYSFUNCTIONSof aTEAM A LEADERSHIP FABLE By PATRICK LENCIONI Presented by PATTY PETERSON, AVP Campus Relations Manager

  2. The FIVE DYSFUNCTIONS of a TEAM • Overview • Building a cohesive team is difficult, but not complicated. • Genuine teamwork is rare. • Organizations fail because of five natural pitfalls. • The five pitfalls are interrelated. • Susceptibility to one pitfall can be lethal to the team.

  3. The FIVE DYSFUNCTIONS of a TEAM

  4. Absence of Trust Members of teams with an absence of trust… Members of trusting teams… Admit weaknesses and mistakes. Ask for and give help and constructive feedback. Accept input and questions. Assume the best of others. Tap into others’ skills and expertise. Don’t play politics. Offer and accept apologies quickly. Enjoy meetings and working as a group. • Conceal weaknesses and mistakes. • Hesitate to ask for help or give feedback. • Hesitate to offer help. • Jump to conclusions. • Fail to tap into others. • Manage their behavior for effect. • Hold grudges. • Dread and avoid time together.

  5. Absence of Trust • Overcoming Dysfunction 1 • Shared experiences over time • Multiple instances of follow-through and credibility • In-depth understanding of team members • Tools: • Personal Histories Exercise • Team Effectiveness Exercise • Leader’s Role • Show vulnerability first • Vulnerability-tolerant environment • Display authentic vulnerability

  6. The FIVE DYSFUNCTIONS of a TEAM

  7. Fear of Conflict Teams that fear conflict… Members of trusting teams… Have lively, interesting meetings. Extract and exploit ideas from all team members. Solve real problems quickly. Minimize politics. Put critical topics on the table. • Have boring meetings. • Have back-channel politics and personal attacks. • Ignore controversial topics. • Fail to hear all perspectives and opinions. • Waste time and energy posturing.

  8. Fear of Conflict • Overcoming Dysfunction 2 • Acknowledgement by ALL that conflict is productive • Tools • “Miner of Conflict” • Real-Time Permission • Conflict Assessments • Leader’s Role • Restrain yourself and allow your people to naturally resolve conflict • Model appropriate conflict behavior

  9. The FIVE DYSFUNCTIONS of a TEAM

  10. Lack of Commitment A team that fails to commit… A team that commits… Creates clarity. Aligns around common objectives. Develops the ability to learn from mistakes. Catches opportunities before competitors. Moves forward without hesitation. Changes direction without hesitation or guilt. • Creates ambiguity. • Misses opportunities. • Breeds lack of confidence and fear of failure. • Revisits the same old discussions. • Encourages second guessing.

  11. Lack of Commitment • Overcoming Dysfunction 3 • Cascading Messaging • Deadlines • Contingency and Worst-Case Scenario Analysis • Low-Risk Exposure Therapy • Leader’s Role • Be comfortable with the prospect of making a wrong decision.

  12. The FIVE DYSFUNCTIONS of a TEAM

  13. Avoidance of Accountability A team that avoids accountability… A team that holds one another accountable… Ensures poor performers feel pressure to improve. Identifies problems quickly. Establishes respect. Avoids bureaucracy around performance management. • Creates resentment among the team. • Encourages mediocrity. • Misses deadlines. • Puts undue burden on leader as disciplinarian.

  14. Avoidance of Accountability • Overcoming Dysfunction 4 • Publication of goals and standards • The enemy of accountability is ambiguity • Simple and Regular Progress Reviews • Team Rewards • Leader’s Role • Encourage and allow the team to serve as the first and primary accountability mechanism.

  15. The FIVE DYSFUNCTIONS of a TEAM

  16. Inattention to Results A team that is not focused on results… A team that focuses on collective results… Retains achievement oriented people. Minimalizes individualistic behavior. Enjoys success and suffers failure acutely. Good of the team supersedes individual interests. Avoids distractions. • Stagnates. • Rarely defeats competitors. • Loses achievement oriented employees. • Encourages focus on individual careers and goals. • Is easily distracted.

  17. Inattention to Results • Overcoming Dysfunction 5 • Make results clear • Public Declaration of Results • Reward only behaviors and actions that contribute to public results • Results-Based Rewards • Leader’s Role • Set the tone • Be objective • Reward and recognize real contributions toward group goals

  18. The Positive Approach

  19. Summary • Teamwork comes down to practicing a small set of principles over a long period of time. • Success is embracing common sense with uncommon levels of discipline and persistence. • Teams succeed because they are exceedingly human. Acknowledging imperfections allows teams to overcome natural tendencies that make trust, conflict, commitment, accountability, and a focus on results so elusive.

  20. Source The FIVE Dysfunctions of a Team By Patrick Lencioni, 2002 (Jossey-Bass)

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