Five Dysfunctions of a Team:A Focus on Mastering Conflict

Presented by

Jon Morse, MBA

www.TheCenterForSuccess.com 210-286-7041

Our Agenda

•Overview & Recap of Lencioni 5D•4 Styles (Direct, Empathetic, Diplomatic, Analytical)•Resolution Opportunities

•Identify Common Goals•Acknowledge all sides of the issue•Listen without interruption•Avoid exaggeration•Use I statements

•Depth –Frequency Conflict model•Conflict Resolution Model•Resolution Obstacles: physical environment and Individual obstacles

•Conflict Norming•Homework

THE FIVE DYSFUNCTIONS OF A TEAM

Patrick Lencioni

FUNDAMENTAL #1: TRUST

•Trust is the foundation for teams.

•Without trust none of the other parts of the team model will work.

•Of all the qualities of a team, TRUST is the MOST IMPORTANT!

•Trust is also the most rare quality.

Lack of Trust

Members of a team that do not have trust…

•Conceal their weaknesses & mistakes•Hesitate to ask for help•Don’t offer to help the team or other staff•Jump to conclusions •Fail to recognize other’s skills•Hold grudges•Avoid spending time together

SUMMARY—BUILDING TRUST

• Trust is the foundation of teamwork

• On a team, trust is about vulnerability

• Building trust takes time, but the process can be accelerated

• Like a good relationship, trust must be maintained over time

FUNDAMENTAL #2

Why Have Conflict on a Team? Isn’t Conflict Bad?

Teams that fear conflict…• Have boring meetings

• Create environments where 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 & energy with posturing and interpersonal risk management

Conflict can be bad when it’s DESTRUCTIVE

Teams need CONSTRUCTIVE Conflict in order to be effective!

Destructive vs Constructive Conflict

DESTRUCTIVE TEAM CONFLICT

• “Venting” outside of meeting

• Political• Prideful• Competitive• I win. I’m right.• Not listening to other

ideas• Manipulative• Avoidance • Personal attacks

CONSTRUCTIVE TEAM CONFLICT

• Passionate• Unfiltered debate• Important issues are

discussed• Humble pursuit of truth• Focus is on issues• Evaluating other peoples’

ideas

Lack of Trust

Members of a team that do not have trust…•Conceal their weaknesses & mistakes•Hesitate to ask for help•Don’t offer to help the team or other staff•Jump to conclusions •Fail to recognize other’s skills•Hold grudges•Avoid spending time together

Your Work Style p5

• Contributions to the Organization• Leadership Style• Preferred Work Environments• Preferred Learning Style• Potential Pitfalls• Suggestions for Development

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Conflict Management: A DiSC®-Based Approach

Jon Morsewww.TheCenterForSuccess.com

210-286-7041

To get to the middle teams have to

acknowledge and address other

distractions and barriers:

1.Informational2.Environmental3.Relationship4.Individual

Ref: Patrick Lencioni, 5 Dysfunctions of a Team

Depth-Frequency Conflict Model

1. Choose an issue

2. Review prior discussions of the issue and analyze according to the model

3. Look for all possible

4. Compare answers discuss impact to decision making process

5. How do you address these issues to improve team engagement

Ref: Patrick Lencioni, 5 Dysfunctions of a Team

Conflict Norming

• Review and write down individual preferences relating to acceptable and unacceptable behaviors around discussion and debate (e.g., language, tone of voice, emotional content, avoidance of distractions…)

• Review your preferences with the team (I’ll capture areas of similarity and differences.

• Discuss and arrive at common understanding of acceptable behaviors.

• Record and distribute

Managing Conflict!

Homework Assignments

• Speed of Trust

• Team Assessment

• _______________

• _______________

• _______________

• _______________

• _______________

SUMMARY—MASTERING CONFLICT

• Good conflict is about unfiltered, passionate debate around issues

• Conflict will at times be uncomfortable

• Conflict norms must be clear

• The fear of personal conflict should not prevent productive debate