buildingbetterteams-overcomingthe5dysfunctions-20150615-140617210007-phpapp01 (1).pdf

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_planning


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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/

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