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7/23/2019 buildingbetterteams-overcomingthe5dysfunctions-20150615-140617210007-phpapp01 (1).pdf
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BuildingBetter Teams
Overcoming
the 5Dysfunctions
Adapted from: Lencioni, P (2002). The Five Dysfunctions of a Team. San Francisco, CA: Jossey-Bass
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What is Dysfunction?
dysfunction
noun
\()dis-f(k)-shn\
The condition of having poor and unhealthy
behaviors and attitudes within a group ofpeople
http://www.merriam-webster.com/dictionary/dysfunction
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The Five Dysfunctions of a Team
5
43
21
Inattention to Results
Avoidance of Accountability
Lack of Commitment
Fear of Conflict
Absence of Trust
Without conflict, there can be no commitment
Without trust, there can be no conflict.
Without accountability, there are no results.
Without commitment, there can be no accountability.
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The Absence of Trust
http://www.shellierushingtomlinson.com/wp-content/uploads/2011/08/lucycharliefootball.gif
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Teams with a lack of Trust
Conceal their weaknesses and
mistakes and manage their behaviors
for effect
Hesitate to provide feedback, ask
for or offer help outside their own
areas of responsibility
Jump to conclusions about others
without attempting to clarify them
Fail to recognize others skills and
experiences and hold grudges
Avoid meetings and spending time
together
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Teams that Trust Admit mistakes, recognize weaknesses, and
ask for help, and take risks
Appreciate and use one anothers skills and
experiences
Accept questions and input about their areasof responsibility
Give one another the benefit of the doubt
Focus time and energy on important issues,not politics
Offer and accept apologies without hesitation
Look forward to meetings and otheropportunities to work as a grouphttp://www.integrity-apps.com/stronger/wp-content/uploads/2012/12/fun-workplace.jpg
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The Leaders Role in Building Trust
Tools
Personal Histories
Team Effectiveness Exercises
Personality / Behavioral
Preference Profiles
360-degree feedback
Experimental Team Exercises
ctions
Lead by example
Protect the team by accepting
responsibility for teamsmistakes
Focus on long term success
Quickly resolve problems
http://www.jillkonrath.com/Portals/110248/images/blogs/3-sales-strategies-to-build-trust-09-20-2011.jpg
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The Fear of Conflict
http://englishrussia.com/images/fight_in_verkhovna_rada/1.jpg
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Teams with a Fear of Conflict
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 opinions and
perspectives of team members
Waste time and energy on
posturing and interpersonal risk
management
http://loopofconfidence.com/wp-content/uploads/2010/04/Head-in-Sand-Afraid.jpg
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Teams that Embrace Conflict
Have lively, interesting meetings
Extract and exploit the ideas of
all team members
Solve real problems quickly
Minimize politics
Put critical options on the table
for discussion
http://www.rashanasoundessences.com/images/conflict_resolution_and_management.jpg
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The Leaders Role in Embracing
ConflictTools
Disagreement Root Causing
Courage and Confidence
Personality / Behavioral
Preference Profiles
ctions
Admit that it is ok to have
conflict around ideas
Allow conflict resolution to occurnaturally as often as possible
During conflicts, remind team
that it is healthy and necessary
Protect team members from
harm, by maintaining focus on
ideas
Engage in healthy conflict, when
necessary, as an example
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The Lack of Commitment
http://2.bp.blogspot.com/-BKjF0tTCKiU/UmDC9PZhclI/AAAAAAAABm0/fsKdsF8jL3U/s1600/the_commitment.jpg
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Teams with a Lack of Commitment
Create ambiguity about
direction and priorities
Watch windows of opportunity
close due to excessive analysis
and second-guessing
Breed lack of confidence and
fear of failure
Revisit discussions anddecisions again and again
It is a lack of commitment,
not a lack of talent, that
damns you to mediocrity.
-Roy H. Williams
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Committed Teams
Create clarity, direction, and
priorities
Align around common
objectives
Develop an ability to learn from
mistakes
Take advantage of opportunities
before competitors
Move forward without hesitation
Change direction without
hesitation or guilt
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The Leaders Role in Generating
CommitmentTools
Consistent Messaging
Contingency and Worst-Case
Scenario Analysis
Delegation in Low-Risk
Situations
Visual management
ctions
Create certainty through
commitment to actions
Set clear deadlines
Push group for closure of issues
Adhere to accepted schedules
https://reader009.{domain}/reader009/html5/0312/5aa6838e9b272/5aa6839801
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The Lack of Accountability
https://reader009.{domain}/reader009/html5/0312/5aa6838e9b272/5aa68398
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Teams that Avoid Accountability
Create resentment among
team members who have high
standards of performance
Encourage mediocrity
Miss deadlines and key
deliverables
Place burden on leaders to be
the sole source of discipline
http://1.bp.blogspot.com/-JbqtrQRzW10/T--rLbmzi5I/AAAAAAAAGLA/nlis2znipxU/s1600/ID-10046198.jpg
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Accountable Teams
Ensure that poor performers feel
pressure to improve
Identify potential problems
quickly by questioning
approaches without hesitation
Establish respect among team
members who are held to the
same high standards
Avoid excessive bureaucracy
around performance
management and corrective
action
http://api.ning.com/files/D7OtuoxqP97ZvxJ06cDMOkt74wkL9fUd8pQPPBnzu0BE4fPEjfX5T*eGWUrz-tt4MDtM*F5HLG6Vt3cN63wwQ*h8dWZQO2XT/leadershipandaccountability.jpg
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The Leaders Role in Generating
AccountabilityTools
Public goals and standards
Simple and regular progress reviews
Team-based recognition
ctions
Encourage and allow team to serve as
the first and primary accountabilitymechanism
Serve as the ultimate arbiter of
discipline when the team fails
http://www.elliottcaras.com/wp-content/uploads/2012/10/tshirt1.jpg
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Inattention to Results
http://cdn.arkarthick.com/wp-content/uploads/2013/04/productivity-at-work-tips-social-media-distractions.jpg
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Teams without a Focus on Results
Stagnate and fail to grow
Rarely defeat competitors
Lose achievement oriented
employees
Encourage team members to
focus on their own careers and
individual goals
Are easily distracted
https://encrypted-tbn3.gstatic.com/images?q=tbn:ANd9GcQYHOG6z8n_wWdxW1_2LXBdWNz2-st00c81xtOaQpM1gQpOSBAN7w
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Teams that Focus on Results
Retain achievement oriented
employees
Minimize individualistic
behavior
Enjoy success and suffer failure
acutely
Benefit from individuals who
subjugate their owngoals/interests for the good of
the team
Avoid distractions
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The Leaders Role in Focusing on
ResultsTools
Public Declaration of Results
Results-based Rewards
ctions
Set the tone for a focus on
results by focusing on results
Must be selfless and objective
http://www.flightschooltosuccess.com/wp-content/uploads/2012/06/focus_results.jpg
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Youve built a better team when...
team members trust each other enough
to engage in conflict over ideas
and hold each other accountablefor achieving collective results
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Contingency/Worst-Case ScenarioAnalysis
http://en.wikipedia.org/wiki/Scenario_planning
Delegation in Low-Risk Situations
3 types of Leadership (lead the way)
Visual management
http://www.lean.org/LeanPost/Posting.cfm?LeanPostId=220
Public goals, standards, and declaration
of results
http://www.information-
management.com/issues/20051101/1040487
-1.html
Simple and regular progress reviews
http://www.effectivemeetings.com/
Team-based recognition
http://www.sesp.northwestern.edu/msloc/knowl
edge-lens/stories/2011/team-based-
rewards.html
Tools for Leaders
Personal History Exercise http://www.slideshare.net/JoelWenger1/leaders
hip-tools-personal-histories-20150615
Team Effectiveness Exercises
Personality/Behavioral Profiles
http://www.enneagramworldwide.com/
360-degree feedback
http://en.wikipedia.org/wiki/360-
degree_feedback
Team Exercises
http://en.wikipedia.org/wiki/Ropes_course
Disagreement Root Causing http://www.isixsigma.com/tools-
templates/cause-effect/final-solution-root-
cause-analysis-template/
Consistent Messaging
http://en.wikipedia.org/wiki/Strategic_communi
cation
http://en.wikipedia.org/wiki/Scenario_planninghttp://en.wikipedia.org/wiki/Scenario_planninghttp://www.lean.org/LeanPost/Posting.cfm?LeanPostId=220http://www.information-management.com/issues/20051101/1040487-1.htmlhttp://www.information-management.com/issues/20051101/1040487-1.htmlhttp://www.effectivemeetings.com/http://www.effectivemeetings.com/http://www.sesp.northwestern.edu/msloc/knowledge-lens/stories/2011/team-based-rewards.htmlhttp://www.slideshare.net/JoelWenger1/leadership-tools-personal-histories-20150615http://www.enneagramworldwide.com/http://en.wikipedia.org/wiki/360-degree_feedbackhttp://en.wikipedia.org/wiki/Ropes_coursehttp://www.isixsigma.com/tools-templates/cause-effect/final-solution-root-cause-analysis-template/http://en.wikipedia.org/wiki/Strategic_communicationhttp://en.wikipedia.org/wiki/Strategic_communicationhttp://www.isixsigma.com/tools-templates/cause-effect/final-solution-root-cause-analysis-template/http://en.wikipedia.org/wiki/Ropes_coursehttp://en.wikipedia.org/wiki/360-degree_feedbackhttp://en.wikipedia.org/wiki/360-degree_feedbackhttp://en.wikipedia.org/wiki/360-degree_feedbackhttp://www.enneagramworldwide.com/http://www.slideshare.net/JoelWenger1/leadership-tools-personal-histories-20150615http://www.slideshare.net/JoelWenger1/leadership-tools-personal-histories-20150615http://www.sesp.northwestern.edu/msloc/knowledge-lens/stories/2011/team-based-rewards.htmlhttp://www.sesp.northwestern.edu/msloc/knowledge-lens/stories/2011/team-based-rewards.htmlhttp://www.sesp.northwestern.edu/msloc/knowledge-lens/stories/2011/team-based-rewards.htmlhttp://www.effectivemeetings.com/http://www.effectivemeetings.com/http://www.effectivemeetings.com/http://www.effectivemeetings.com/http://www.information-management.com/issues/20051101/1040487-1.htmlhttp://www.information-management.com/issues/20051101/1040487-1.htmlhttp://www.information-management.com/issues/20051101/1040487-1.htmlhttp://www.lean.org/LeanPost/Posting.cfm?LeanPostId=220http://en.wikipedia.org/wiki/Scenario_planninghttp://en.wikipedia.org/wiki/Scenario_planninghttp://en.wikipedia.org/wiki/Scenario_planninghttp://en.wikipedia.org/wiki/Scenario_planning7/23/2019 buildingbetterteams-overcomingthe5dysfunctions-20150615-140617210007-phpapp01 (1).pdf
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http://www.linkedin.com/in/jwenger/
http://www.twitter.com/joelwenger
Joel Wenger
Consulting Manager, Financial BloggerTrusted Advisor
http://www.linkedin.com/in/jwenger/http://www.twitter.com/joelwengerhttp://www.twitter.com/joelwengerhttp://www.twitter.com/joelwengerhttp://www.twitter.com/joelwengerhttp://www.linkedin.com/in/jwenger/http://www.linkedin.com/in/jwenger/