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5 Dysfunctions of a Team

Book study discussion for April 29, 2010

Jayme Linton

on 28 June 2010

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Transcript of 5 Dysfunctions of a Team

5 Dysfunctions of a Team
Book Study Discussion
April 29, 2010 Review Team Norms Review goals for book study Trust is all about vulnerability and is the foundation of teamwork. Building trust takes time.

Trust feedback – share out (How has this improved your leadership and communication practices?)
Absence of Trust Fear of Conflict Conflict requires trust. Conflict norms should be established. Fear of conflict should not deter a team from having regular productive debate.

Share a specific situation where you’ve dealt with conflict. How did you handle that conflict differently?

What’s one team that you work with (professionally or personally) where you see the need to establish norms for dealing with conflict?
Lack of Commitment Two greatest causes of a lack of commitment: need for certainty and desire for consensus

Share a situation where the group didn’t reach consensus, but you made a commitment and moved forward.

Give specific examples of ways that you clarify and communicate commitments. Accountability is a stumbling block for a lot of teams. Teams can do the first three things well but struggle with holding each other accountable.

It’s often easier to hold subordinates accountable. The real challenge is trusting peers enough to hold each other accountable. Accountability on a strong team occurs directly among peers.

When teammates stop holding one another accountable, they lose respect for each other over time.

How do you or would you react when a peer confronts you in a professional manner?
Avoidance of Accountability Focus on Results Is our focus on individual results or collective results?

In what ways do we focus on individual results?

In what ways do we focus on collective results?

Self-interest and self-preservation make it hard to stay focused on our collective results. We have a strong tendency to look out for ourselves before others, even when those others are part of our team.
As school and district leaders, we often encourage teachers to collaborate and share their best ideas, even when teachers may be reluctant to share. Are we, as a team, modeling that same behavior? Are we willing to share our best, most effective strategies and resources to improve our collective results? Or do we keep the best ideas to ourselves to the detriment of the team?

It’s the tendency of team members to place a higher priority on teams they lead than on teams they belong to. Share how you keep the team that you lead focused on results. Discuss ways to use that in order to help our team focus on collective results.

To avoid distractions, team members must prioritize the results of the team over their individual or departmental needs.
In PLCs, our teachers analyze individual and team results. Strong team members share what strategies and resources they’re using to improve the effectiveness of other team members. This PLC model of focusing on team results applies to our team as well. Think about a football scoreboard. It doesn’t show offensive statistics, defensive statistics, or individual player statistics. It provides information about how the team is doing and how much time the members have left if they want to improve the final outcome.

Our district strategic plan should guide what we measure on our scoreboard.
oWhat goals and priorities need to be on our team scoreboard?

How will we know when we’ve reached our team goals?

What are some ways we can track progress toward our team goals?

What kind of scoreboard would help everyone stay focused on the goal and able to see the progress?
Think about this: The only real reason to work in teams is because teams can achieve results that would be impossible for an individual working alone. An unrelenting focus on collective goals is a requirement for any team that judges itself on results. Teams that have an Absence of Trust suffer because individuals work to satisfy their individual status, ego, or departmental needs, rather than focusing on the collective goals of the group.

Discuss why the first four dysfunctions are requirements for a team to focus on collective results.
Wrap Up Take team assessment.

How can we keep what we’ve done through this book study alive? Simply having great discussions is not going to result in significant change. Let’s identify a few simple areas to focus on as a team.

Record your personal commitments that are necessary for the team to reach our goals.

Share personal commitments with the group.
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