high-functioning team! -...

UNIVERSITY OF HAWAI̒ I AT MĀNOAADVISING CENTER FOR THE COLLEGES OF

ARTS & HUMANITIES and LANGUAGES, LINGUISTICS & LITERATURE

Conquer Dysfunctions & Become a High-Functioning Team!

Amy McKeeM.Ed. Candidate in Educational AdministrationPresident, Graduate Student Organization

Ruth O. Bingham, PhDDirector

NACADA Annual Conference| October 7, 2016

PHOTO CREDIT: ʻOIWI TV

UNIVERSITY OF HAWAI̒ I AT MĀNOAADVISING CENTER FOR THE COLLEGES OFARTS & HUMANITIES and LANGUAGES, LINGUISTICS & LITERATURE

TODAY’S AGENDA

Case Study – Goals

Teamwork in Advising

Lencioni’s Five Dysfunctions of a Team

Applying the Theory

Focus on Solutions

Case Study – In Progress

Evaluations

Session #201


A Case Study – Goals

▪ Embracing change

▪ Developing resilience

▪ Clarify structure

▪ Fostering open interpersonal

communication

▪ Encouraging trust

▪ Focusing on team

▪ Fostering conflict/disagreement

▪ Developing accountability


Exploring the Value of Teamwork

▪ How do you fix ‘communication’?

▪ Advisors work with people▪ Students

▪ Co-Workers

▪ Members of the institution

▪ Teamwork comes down to mastering a set of behaviors

PHOTO CREDIT: PALMYRA TRAINING VOYAGE (2009)

UNIVERSITY OF HAWAI̒ I AT MĀNOAADVISING CENTER FOR THE COLLEGES OFARTS & HUMANITIES and LANGUAGES, LINGUISTICS, & LITERATURE

The Five Dysfunctions of a

Team

Inattention to

Results

Avoidance of

Accountability

Lack of

CommitmentFear of

ConflictAbsence of

Trust

Artificial harmony

Ambiguity

Low standards

Status and ego

Fear of appearing vulnerable



Team

Absence of

TrustFear of appearing

vulnerable


#1: Absence of Trust

▪ Members of teams with an absence of trust….▪ 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

▪ 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



▪ Members of trusting teams…▪ Admit weaknesses and mistakes

▪ Ask for help

▪ Accept questions and input about their areas of responsibility

▪ Give one another the benefit of the doubt before arriving at a negative conclusion

▪ Take risks in offering feedback and assistance

▪ Appreciate and tap into one another’s skills and experiences

▪ Focus time and energy on important issues, not politics

▪ Offer and accept apologies without hesitation

▪ Look forward to meetings and other opportunities to work as a group



▪ Role of the Leader▪ Open

▪ Honest

▪ Be able to risk “losing face”

▪ Create an environment that does not punish vulnerability



Team

Fear of

ConflictAbsence of

Trust

Artificial harmony



#2: Fear of Conflict

▪ Teams that fear 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 the opinions and perspectives of team members

▪ Waste time and energy with posturing and interpersonal risk management



▪ Teams that engage in conflict…▪ Have lively, interesting meetings

▪ Extract and exploit the ideas of all team members

▪ Solve real problems quickly

▪ Minimize politics

▪ Put critical topics on the table for discussion



▪ Role of the Leader▪ Overcome the desire to protect members of the team from harm

▪ Demonstrate restraint when members engage in conflict

▪ Allow resolutions to occur naturally

▪ Model appropriate behavior



Team

Lack of

CommitmentFear of

ConflictAbsence of

Trust

Artificial harmony

Ambiguity



#3: Lack of Commitment

▪ A team that fails to commit…▪ 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



▪ A team that commits…▪ Creates clarity around direction and priorities

▪ Aligns the entire team around common objectives

▪ Develops an ability to learn from mistakes

▪ Takes advantage of opportunities before competitors do

▪ Moves forward without hesitation

▪ Changes direction without hesitation or guilt



▪ Role of the Leader▪ Must be comfortable with the prospect of making a decision that ultimately

turns out to be wrong

▪ Push for closure around issues

▪ Adhere to schedules the team sets



TeamAvoidance of

Accountability

Lack of

CommitmentFear of

ConflictAbsence of

Trust

Artificial harmony

Ambiguity

Low standards



#4: Avoidance of Accountability

▪ A team that avoids accountability…▪ 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



▪ A team that holds one another accountable…▪ Ensures that poor performers feel pressure to improve

▪ Identifies potential problems quickly by questioning one another’s approaches without hesitation

▪ Establishes respect among team members who are held to the same high standards

▪ Avoids excessive bureaucracy around performance management and corrective action



▪ Role of the Leader▪ Encourage and allow the team

to serve as the first and primary accountability mechanism



Team

Inattention to

Results

Avoidance of

Accountability

Lack of

CommitmentFear of

ConflictAbsence of

Trust

Artificial harmony

Ambiguity

Low standards

Status and ego



#5: Inattention to Results

▪ A team that is not focused on results…▪ Stagnates/fails to grow

▪ Rarely defeats competitors

▪ Loses achievement-oriented employees

▪ Encourages team members to focus on their own careers and individual goals

▪ Is easily distracted



▪ A team that focuses on collective results...▪ Retains achievement-oriented employees

▪ Minimizes individual behavior

▪ Enjoys success and suffers failures acutely

▪ Benefits from individuals who subjugate their own goals/interests for the good of the team

▪ Avoids distractions



▪ Role of the Leader▪ Set the tone for a focus on results

▪ Reserve rewards and recognition for those who make real contributions to the achievement of group goals



Team

Inattention to

Results

Avoidance of

Accountability

Lack of

CommitmentFear of

ConflictAbsence of

Trust

Artificial harmony

Ambiguity

Low standards

Status and ego



The Five Dysfunctions of a Team –flipped!

Focus on

Results

Set High Standards &

Accountability

Foster

Commitment

Encourage Healthy

Conflict

Build Trust & Safety

Dynamic change

Focus & dedication

Excellence

Achievement of goals

Personal vulnerability



Focus on

ResultsAchievement of goals



Focus on

Results


AccountabilityExcellence




Focus on

Results


Accountability

Foster

CommitmentFocus & dedication

Excellence




Focus on

Results


Accountability

Foster

Commitment

Encourage Healthy

ConflictDynamic change

Focus & dedication

Excellence




Focus on

Results


Accountability

Foster

Commitment

Encourage Healthy

Conflict


Dynamic change

Focus & dedication

Excellence




Our Working Version

ResultsHigh

Standards

CommitmentHealthy

Disagreement

Trust & Safety


Small Group Discussion Instructions

▪ Take out your “Team Assessment” Handout

▪ In groups of 2-3 people, ▪ Introduce yourself & office

▪ Discuss which of these dysfunctions is most problematic for your team

▪ Discuss possible solutions for your most pressing area

ResultsHigh

Standards

Commitment

Trust & Safety

Healthy Disagreement


Focus on

ResultsAchievement of goals

The Five Dysfunctions of a Team – solutions


Solutions – Focus on Results Key Points in Focusing on Results:

The true measure of a great team is that is accomplishes its goals

Individuals must prioritize team goals over their individual or group needs

To stay focused, teams must publicly state their goals and keep them and progress toward them visible

Solutions from Lencioni: Identify, commit to, and publish your goals (what are you trying to achieve?)

Track/measure only what truly matters

Regularly review your progress toward achieving those goals

Identify and address “Distractions”

Use a “Scoreboard” or something similar


Focus on

Results


AccountabilityExcellence

Achievement of goalsThe Five

Dysfunctions of a Team – solutions


Solutions – Set High Standards & Accountability Key Points in Setting High Standards & Accountability:

In a strong team, accountability occurs between peers

For accountability to thrive, a leader must be willing to confront difficult issues

The best opportunity for holding one another accountable is during meetings

The regular review of standards and a team scoreboard provides a clear context

Solutions from Lencioni: Team Effectiveness Exercise (TEE)

“Lightning Round” at beginnings of meetings, so everyone knows what everyone else is working on

Track progress on a public scoreboard



Focus on

Results


Accountability

Foster

CommitmentFocus & dedication

Excellence



Solutions – Foster Commitment Key Points in Fostering Commitment:

Commitment requires clarity & buy-in

Commitment is not consensus

Clarity requires avoiding assumptions and ambiguity

Buy-in means people who disagree can still commit to a decision

Solutions from Lencioni: At the ends of discussions/meetings, summarize what’s been decided,

preferably in writing (on a a blackboard, whiteboard, etc.)

Practice “cascading communication”:

Promote commitment to common goals and key principles

Establish a “Thematic Goal”



Focus on

Results


Accountability

Foster

Commitment

Encourage Healthy

ConflictDynamic change

Focus & dedication

Excellence



Solutions – Encourage Healthy Disagreement Key Points in Mastering Conflict:

Good conflict – honest, passionate debate around issues -- requires trust Even good conflict will at times be uncomfortable Discuss and establish conflict norms openly so they are clear to all To maintain good conflict, manage the fear/reality of personal conflict

Solutions from Lencioni: Conflict Profiling – identify how you deal with conflict Thomas-Kilmann Conflict Mode Depth-Frequency Conflict Model Conflict Norming – establish clear norms for conflict “Mine” for Conflict – promote positive conflict Provide Real-Time Permission – interrupt to encourage positive conflict Infuse Meetings with Conflict Acknowledge & Address Obstacles to Conflict Resolution



Focus on

Results


Accountability

Foster

Commitment

Encourage Healthy

Conflict


Dynamic change

Focus & dedication

Excellence




Solutions – Build Trust & Safety Key Points in Building Trust:

Trust is the foundation of teamwork Trust is about vulnerability, which is difficult for many Building trust takes time Trust is never complete and must be maintained over time

Solutions from Lencioni: Personal Histories Exercise: sharing… Where you grew up How many kids were in your family The most difficult or important challenge of your childhood Behavioral Profiling – the more, the merrier! MBTI Strengths True Colors…etc.


A Case Study – In Progress

▪ Reorganization almost done:

Creating a new Advising Center

▪ Developing:

Team atmosphere & focus

Vision, goals, & values

Healthy disagreement

Healthy accountability & assessment

Commitment to excellence

Trust & a supportive environment


QUESTIONS?Please remember to submit an evaluation! (#201)

Amy McKee

[email protected]

(808) 387-3497

Ruth O. Bingham

[email protected]

(808) 956-4037

PHOTO CREDIT: QUICKSILVER

high-functioning team! -...

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