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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

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Five Dysfunctions of a Team

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  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!!!

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