Transcript Five Dsyfunctions of a Team - Mt. Hood Community College

Five Dysfunctions of a
Team
The Dysfunction Model
Absence of Trust--Invulnerability
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.
The Model
Fear of Conflict—Artificial Harmony
Absence of Trust--Invulnerability
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?
Conflict is healthy!!!
Ask Questions
Take a Risk
The Model
Lack of Commitment--Ambiguity
Fear of Conflict—Artificial Harmony
Absence of Trust--Invulnerability
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 to
commit without perfect information
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
The Model
Avoidance of Accountability
—Low Standards
Lack of Commitment--Ambiguity
Fear of Conflict—Artificial Harmony
Absence of Trust--Invulnerability
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
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.
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
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.
Results Activity
Create a chart with three columns:
1. Great Things we have done AS A TEAM!
2. Things we have done we NEVER want to
do again!!
3. Things we have not done that we want to
do!!!
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.
Result focus on. . .
Achievement oriented employees
Avoids distractions
Keeps the TEAM together with the “I”.
Minimizes individual behaviors.
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.
.
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!!!