Transcript Overcoming the Five Dysfunctions of a Team

Team – Sacrificing for the good of all.
TEAM:
Everyone working
independently,
cooperatively, and
harmoniously with
a common mission,
vision and values.
If one
person is
not in sync,
the whole
team fails.
When people come together and
set aside their individual needs
for the good of the whole,
they can accomplish
what might have
looked impossible on
paper. They do this by
eliminating the politics
and confusion that plague
most organizations.
Patrick Lencioni. Overcoming the Five Dysfunctions of a Team: A Field
Guide. Jossey-Bass, 2005.
Is the Body of Christ a Team?
The body is a unit, though it is made up of many
parts; and though all its parts are many, they form
one body. So it is with Christ. (I Cor. 12:12 NIV)
What makes an Effective Team?
By
wewe
all all
saidsaid
good-bye
to our
By means
meansofofhis
hisone
oneSpirit,
Spirit,
good-bye
to our
partial
WeWe
each
used
to independently
partial and
andpiecemeal
piecemeallives.
lives.
each
used
to
call our own shots, but then we entered into a large and
independently call our own shots, but then we entered
integrated life in which he has the final say in everything.
into a large and integrated life in which he has the final
(This is what we proclaimed in word and action when we
say
everything.
(This
proclaimed
in word
wereinbaptized.)
Each
of usis iswhat
nowwe
a part
of his resurrection
and
when
were baptized.)
Each of usSpirit-is now a
body,action
refreshed
andwe
sustained
at one fountain--his
part
body,
andonce
sustained
whereofwehis
allresurrection
come to drink.
The refreshed
old labels we
used toat
one
fountain--his
Spirit--where
weGreek,
all come
identify
ourselves--labels
like Jew or
slavetoordrink.
free--are
The
old labels
to identify
no longer
useful.we
Weonce
needused
something
larger,ourselves--labels
more
comprehensive.
(I Cor.
12:13
The Message)
like Jew or Greek,
slave
or free--are
no longer useful. We
need something larger, more comprehensive. (I Cor.
12:13 The Message)
What makes an Effective
Team?
I Corinthians 12:14-20
I Corinthians 12:21-26
I Corinthians 12:27-31
I Corinthians 13:1-3
1. Do we really want to be a
team?
2. Are we ready to do the
heavy lifting required to
become a God empowered
team?
Linda Mller & Jane Creswell, Coaching Teams Workshop
GROUP
• Affirming
• Purpose Shared by
Sub-group
• Homogeneous
• Community
• Casual
Relationships
• No Roles
• No Results
TEAM
• Common Purpose (Mission)
• Shared Vision
• Diversity in Strengths
• Gifts & Talents Driven
• Achievement/Goals/
Outcomes/Results
• Quality Relationships
• Clear Roles/Responsibilities
• Rules
• Structure
Linda Mller & Jane Creswell, Coaching Teams Workshop
IMAGINE…..
If you could get all the
people in an organization
(church) rowing in the
same direction, you could
dominate any industry
(culture) in any market
(community), against any
competition, at any time.”
(italics mine)
Patrick Lencioni, The Five Dysfunctions of a
Team
The Five
Dysfunctions
of a Team
Patrick Lencioni
Inattention to
Results
Avoidance of
ACCOUNTABILITY
Lack of COMMITMENT
Fear of CONFLICT
Absence of TRUST
The Five
Dysfunctions
of
a
Team
Patrick Lencioni
Inattention
to Results
Avoidance of
ACCOUNTABILITY
Lack of COMMITMENT
Fear of CONFLICT
Absence of TRUST
•Psalm 133:1-3 (The Message)
1 How wonderful, how beautiful, when brothers and sisters get
along! 2 It's like costly anointing oil flowing down head and
beard, Flowing down Aaron's beard, flowing down the collar of
his priestly robes. 3 It's like the dew on Mount Hermon flowing
down the slopes of Zion. Yes, that's where GOD commands the
blessing, ordains eternal life.
The Five
Dysfunctions
of a Team
Patrick Lencioni
Inattention to
Results
Avoidance of
ACCOUNTABILITY
Lack of COMMITMENT
Fear of CONFLICT
Absence of TRUST
1.
2.
3.
4.
Conceal their weaknesses and mistakes from one
another
Hesitate to ask for help or provide constructive
feedback
Hesitate to offer help outside their own areas of
responsibility
Jump to conclusions about the intentions and
aptitudes of others without attempting to clarify
them
5.
6.
7.
8.
Fail to recognize and tap into one another’s
skills and experiences
Waste time and energy managing their
behaviors for effect
Hold grudges
Dread meetings and find reasons to avoid
spending time together
1.
Admit weakness and mistakes
2.
Ask for help
3.
Accept questions and input about their areas
of responsibility
4.
Give one another the benefit of the doubt
5.
Take risks in offering feedback and assistance
6. Appreciate and tap into one another’s skills
and experiences
7. Focus time and energy on important issues, not
politics
8. Offer and accept apologies without hesitation
9. Look forward to meetings and other
opportunities to work as a group
1.
2.
3.
4.
Trust is the foundation of teamwork
On a team, trust is about vulnerability, which
is difficult for most people
Building trust takes time, but the process can
be accelerated
Trust is never complete – it must be
maintained over time
1. Personal History Exercise
 Have team members answer a short list of
questions about themselves.
2. Team effectiveness Exercise
 Strength bombardment exercise.
 Have team members identify the single most
important contribution each of their peers
makes to the team.
 Each team member shares one behavior he or
she must either improve upon or eliminate for
the good of the team
3. Personality and Behavioral Preference Profiles
 DISC personality inventory – found online at
www.uniquelyyou.com.
 Purchase the book Strengths Finder 2.0 by Tom
Rath. Complete the online survey to get your
top five strengths. (The book must be purchased to access the online
survey)
4. Team Leader Demonstrate Vulnerability
The Five
Dysfunctions
of a Team
Patrick Lencioni
Inattention to
Results
Avoidance of
ACCOUNTABILITY
Lack of COMMITMENT
Fear of CONFLICT
Absence of TRUST

“Therefore each of you must put off
falsehood and speak truthfully to
his neighbor, for we are all members
of one body.”

~Apostle Paul
 Eph. 4:25

What is an example of healthy conflict?

What must happen to make conflict positive?

What doesn’t happen that keeps conflict
from being positive?
Teams that engage in productive conflict
know that the only purpose is to produce the
best possible solution in the shortest period of
time.
If the team took the DiSC and/or Strength
Finder Inventory ask each to share how he or
she deals with conflict.
1.
2.
3.
4.
5.
Have boring meetings
Create environments where back-channel
politics and personal attacks thrive
Ignore controversial topics that are critical to
team success
Fail to tap into all the opinions and
perspectives of team members
Waste time and energy with posturing and
interpersonal risk management
1.
2.
3.
4.
Good conflict among team members requires
trust, which is all about engaging in
unfiltered, passionate debate around issues
Even among the best teams, conflict will at
times be uncomfortable
Conflict norms must be discussed and made
clear among the team
The fear of occasional personal conflict
should not deter a team from having regular,
productive debate


Demonstrate restraint when team members
engage in conflict.
Personally model appropriate conflict
behavior.

Mining


Real Time Permission


Extracting buried disagreements within the team
and shed the light of day on them
Coaching one another not to retreat from healthy
debate.
Conflict Resolution Exercises



Hidden Agenda
Be the Fog
Help Me Out
The Five
Dysfunctions Results
of a Team Avoidance of
Inattention to
Patrick Lencioni
ACCOUNTABILITY
Lack of COMMITMENT
Fear of CONFLICT
Absence of TRUST

“Always remember the distinction between
contribution and commitment. Take the matter
of bacon and eggs. The chicken makes a
contribution. The pig makes a commitment.”
 ~John Mack Carter
In the context of a team, commitment is a
function of two things: clarity and buy-in.
1. The need for consensus

sometimes in the pursuit of unanimity we seek
artificial harmony, and that leads to low levels of
commitment.
2. The fear of failure

this is the most common reason people do not
commit. They would rather not ever take a stand on
something than risk being “wrong.”
3. Lack of communication

if someone is not being heard or listened to, they
will not invest in any decisions or goals.
4. Mismatch

a person who is in the wrong position will not
contain the interest or passion necessary to achieve
high levels of commitment.





Creates ambiguity among the team about
direction and priorities
Watches windows of opportunity close due to
excessive analysis and unnecessary delay
Breeds lack of confidence and fear of failure
Revisits discussions and decisions again and
again
Encourages second guessing among team
members
1. Commitment requires clarity and buy-in
2. Clarity requires that teams avoid assumptions
and ambiguity, and that they end discussions
with a clear understanding about what they
decided upon
3. Buy-in does not require consensus. Members
of great teams learn to disagree with one
another, but when a decision is made
everyone commits to support it publicly.
1. Commitment Clarification
 Insure everyone on the team is clear as to what has
been decided by asking for feedback from the
members, especially those who argued against the
decision.
2. Deadlines
 As simple as it may sound, having a deadline for
communicating and obtaining results increases
commitment.
3. Cascading Messaging
Explicitly review the key decisions made during
a meeting
 Agree on what needs to be communicated to
staff and laity.
 Every team member carefully articulates the
agreed upon messages to their team or group

3. Cascading Messaging
3A
bit in the mouth of a horse controls the whole horse. 4A
small rudder on a huge ship in the hands of a skilled
captain sets a course in the face of the strongest winds.5A
word out of your mouth may seem of no account, but it
can accomplish nearly anything--or destroy it!
It only takes a spark, remember, to set off a forest fire. 6A
careless or wrongly placed word out of your mouth can do
that. By our speech we can ruin the world, turn harmony
to chaos, throw mud on a reputation, send the whole
world up in smoke and go up in smoke with it, smoke
right from the pit of hell. (James 3:3-6 The Message)


Be comfortable with the prospect of making a
decision that ultimately turns out to be wrong
Constantly push the group for closure around
issues and adherence to schedules the team
has set
The Five
Dysfunctions Results
of a Team Avoidance of
Inattention to
Patrick Lencioni
ACCOUNTABILITY
Lack of COMMITMENT
Fear of CONFLICT
Absence of TRUST
Quick Self Check—
see how your team does
3—usually 2—sometimes
1—rarely
_____ We call out one another’s deficiencies or
unproductive behaviors.
_____ We are deeply concerned about the
prospect of letting down our peers.
_____ We challenge one another about our plans
and approaches.
In the context of teamwork, accountability refers
specifically to the willingness of team members to
confront their peers on performance of behaviors
that might hurt the team.
Whoever loves discipline loves knowledge,
but he who hates correction is stupid. (Proverbs 12:1)
The way of a fool seems right to him, but a wise man
listens to advice. (Proverbs 12:15)
 To hold someone accountable,
confrontation is not just necessary, it is
indispensible.
 Confrontation is a love word.
(See Mark 10:17-21)
1.
2.
3.
4.
Creates resentment among team members
who have different standards of performance
Encourages mediocrity
Misses deadlines and key deliverables
Places an undue burden on the team leader as
the sole source of discipline
1.
2.
3.
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 bests opportunity for holding one
another accountable occurs during meetings
and a regular review of a team scoreboard
provides a clear context for doing so.



Team Rewards
Explicitly communicate goals and
standards of behavior
Regularly discuss performance versus
goals and standards


Allow the team to serve as the first and
primary accountability mechanism
Be willing to serve as the ultimate arbiter of
discipline when the team itself fails
The Five
Dysfunctions
of a Team
Patrick Lencioni
Inattention to
Results
Avoidance of
ACCOUNTABILITY
Lack of COMMITMENT
Fear of CONFLICT
Absence of TRUST


A BHAG (big, hairy, audacious goal) is clear
and compelling and serves as a unifying focal
point of effort – often creating immense team
spirit. It has a clear finish line, so the
organization can know when it has achieved
the goal.
It is a goal without God you will not succeed.
1.
2.
3.
4.
5.
Stagnates/fails to grow
Becomes complacent
Lay leaders leave and fails to keep motivated
ministry staff.
Encourages team members to focus on their
own careers and individual goals
Is easily distracted
1.
2.
3.
The true measure of a great team is that it
accomplishes the results it sets out to achieve
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


Public Declaration of Results
Results-Based Rewards


Set the tone for a focus on results
Be selfless and objective, reserve the rewards
and recognition for those who make real
contributions to achievement of group goals
When people come together and
set aside their individual needs
for the good of the whole,
they can accomplish
what might have
looked impossible on
paper. They do this by
eliminating the politics
and confusion that plague
most organizations.
Patrick Lencioni. Overcoming the Five Dysfunctions of a Team:
A Field Guide. Jossey-Bass, 2005.