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5 Dysfunctions of a TEAM

5 Dysfunctions of a team
by

David Hasz

on 29 October 2015

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Transcript of 5 Dysfunctions of a TEAM

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#1: Absence of Trust
Overcoming Dysfunction 1
It requires:
*Shared experiences over time
*Multiple instances of follow through and credibility
*In-depth understanding of the unique attributes of the team.
All great relationships, the ones that last over time, require productive conflict in order to grow.
#2 Dysfunction:
Fear of Conflict

#3: Lack of Commitment
The Five Dysfunctions:
1) Absence of Trust
2) Fear of Conflict
3) Lack of Commitment
4) Avoidance of Accountability
5) Inattention to Results
Operational Leadership :
Most material taken from: The Five Dysfunctions of a TEAM by Patrick Lenncioni
Trust is the confidence among team members that their peers' intentions are good, and that there is no reason to be protective or careful around the group. In essence, teammates must get comfortable being vulnerable with one another.
Teams that lack trust waste inordinate amounts of time and energy managing their behaviors and interactions within the group. (Justin Beiber principle)
Practically what does this look like ?:
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 thier own areas of responsibility
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 (Bad Confrontation)
* 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
* 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.
THE LEADER (PRACTICAL)The most important action that a leader must take to encourage the building of trust on a team is to demonstrate vulnerability first! They must be genuine, not staged.
It is important to distinguish productive ideological conflict from destructive fighting and interpersonal politics. Ideological conflict is limited to concepts and ideas, and avoids personality-focused, mean spirited attacks.
Ironically, teams that avoid ideological conflict often do so in order to avoid hurting team member's feelings, and then end up encouraging dangerous tension!
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
How to overcome #2: Recognize that conflict is healthy and productive!
* Mine for conflict
* Give real time permission
LEADER'S ROLE: One of the most difficult challenges that a leader faces in promoting healthy conflict is the desire to protect members from harm. This leads to premature interruption of disagreements, and prevents team members from developing coping skills for dealing with conflict themselves
.
In the context of a team, commitment is a function of two things: Clarity and buy-in.
The two greatest causes of the lack of commitment are the desire for consensus and the need for clarity.
A team that fails to commit...
* Creates ambiguity among the team about direction and priorities.
* Watches windows of opportuntity 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.
Overcoming #3:
* Cascading Messaging
* Deadlines
* Low Risk Exposure Therapy
The Leader:More than any other team member the leader must be comfortable with the prospect of making a decision that ultimately turns out to be wrong. And follow set deadlines!
#4 Avoidance of Accountability
In the context of teamwork, this refers specifically to the willingness of team members to call their peers on performance or behaviors that might hurt the team.
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.
Overcoming! Read: The 4 Disciplines of Execution by Chris McChesney, Sean Covey, and Jim Huling.
Read: Ownership Thinking by Brad Hamms.
Overcoming:
* Publication of goals and standards
* Simple and regular progress reviews
* Team rewards
THE LEADER:One of the most difficult challenges for a leader who wants to instill accountability on a team is to encourage and allow the team to serve as the first and primary accountability mechanism
#5: Inattention To Results
The ultimate dysfunction of a team is the tendancy of members to care about something other than the collective goals of the group.
A team that is not focused on results:
* Stagnates/fails to grow
* Rarely defeats the competition
* Loses achievement-oriented teammembers
* Encourages team members to focus on their own goals
* Is easily distracted.
A team that focuses on collective results...
* Retains achievement-oriented team members
* Minimizes invididualistic behavior
* Enjoys success and suffers faliure acutely
* Benefits from individuals who subjugate their own goals/interests for the good of the team.
* Avoids distractions
Overcoming #5:
* Public declaration of results
* Team based rewards
* Public Scoreboards
The Leader: Perhaps more than any dysfunction, the leader must set the tone for a focus on results.
* Waste time and energy managing their behaviors for effect
* Hold grudges
* Dread meetings and find reasons to avoid spending time together.
What "teams" do you work on or with?
Rate the health of each
team on a scale of 1-10 - 10
being the healthiest.
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