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Copy of The Five Dysfunctions of a Team

(A Leadership Fable. Patrick Lencioni)
by

cynthia burt

on 13 June 2013

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Transcript of Copy of The Five Dysfunctions of a Team

Abscence of Trust
"The Foundation of a Great Team is Trust:
Nothing is More Important"

2.FEAR OF CONFLICT:
1.ABSENCE OF TRUST
"Great Teams=Great Results""
Trust, Commitment, Conflict, Accountability, Results

3.LACK OF COMMITMENT:

Teams that Fear Conflict

•Don't establish rules of engagement that respect differences in temperment, personality, cultural background
•Create environments where back channel politics and personal attacks thrive
•Waste time and energy with posturing and interpersonal risk management
•Ignore controversial topics that are critical to team success
A team is not a collection of people who just happen to report to the same manager and share virtually no interdependence or mutual accountability

A team is a group of people who share:
*Common goals
*Common standards of behavior
*The rewards of good work
*Assume equal responsibility for success or the penalities for failure
WHY MOST TEAMS AREN'T SUCCESSFUL:
5 ESSENTIAL BUILDING BLOCKS

4. AVOIDANCE OF ACCOUNTABILITY:
5. INATTENTION TO RESULTS:

"The Heart of a Cohesive, Well Functioning Team
"

Building trust in a team makes conflict possible because team members do not hesitate to engage in passionate and most times emotional debate, knowing that they will not be punished for saying something that might otherwise be interpreted as destructive or critical
Members of a "true team" who feel free to
engage in conflict:

•Solve real problems quickly
•Minimize politics
•Put critical topics on the table for discussion
•Have lively, interesting meetings
•Extract and exploit the ideas of all team members
•Creates ambiguity among the team about direction and priorities
•Breeds lack of confidence and fear of failure
•Revisits discussions and decisions again and again
•Encourages second guessing among team members
A team that is Committed:

•Creates clarity around direction and priorities
•Aligns the entire team around common objectives
•Develops an ability to learn from mistakes
•Moves forward without hesitation
•Changes direction without fear or guilt


Teams that commit to joint decisions and standards of behavior do so because they know how to achieve "buy-in"
Open communication of team members: all ideas are heard, understood, and considered
Commitment does not necessarily mean consensus: waiting for everyone to agree is a recipe for frustration and delays
A Team that Avoids Accountability

•Conveys that performance standards and outcomes are inconsistent and fluid
•Condones missing deadlines and timely production of quality deliverables
•Leaves staff with feelings that supervision is arbitrary, caprious, and based on personality not performance
•Encourages mediocrity
•Places an undue burden on the team leader/manager with constant disciplining
A team that commits to and serves to be accountable:

•Produces and publishes standards and goals
•Works off of regular, simple progress reviews and status updates
•Establishes respect among team members who are held to the same high standards
•Clearly define shared team responsibilty vs. individual responsibility
•Avoids excessive bureaucracy around performance management and corrective action
Teams with an Abscence of Trust ......Don't See We, ....... Just Me
Hesitate to ask for help or provide candid feedback
Conceal their true thoughts, constructive
feedback and creative ideas
Hide or cover-up their mistakes and
problems from each other
Fail to recognize and tap into each other's skills and experience
Tend to be dishonest about their
challenges and issues
Pretend to know more about things than they really do
Don't seek real solutions to
problems but look to place blame
Members tend to hone in on solutions only in places that won't reflect poorly on them or their unit/agency
WHAT CAN I DO TO SUPPORT ACCOUNTABILITY?
WHAT CAN I DO TO CONSTRUCTIVELY FOSTER CONFLICT?
5 ELEMENTS OF A GREAT TEAM

TRUST - The heart of a cohesive team
CONFLICT - establish rules to problem solve
based on facts/not fiction
COMMITMENT - Fully aligned to consensus goals
ACCOUNTABILITY - Documented outcomes;
common goals first, individual success second
RESULTS - "Collective results" driven by common
goals support individual success

FORMULA: Trust, Conflict, Commitment, Accountability, Results= Well Functioning Team= Success
"COLLECTIVE RESULTS"
When a team member perceives his performance as excellent and the organization is seen as failing there is a serious dis-connect

•Team stagnates and fails to grow
•Team members put their individual objectives or those of their unit above the collective goals of the organization
•Loses achievement-oriented people
•Encourages team members to focus on their own careers and individual goals



Trust means different things to different people
In any relationship trust is all about being vulnerable and to be yourself and allow other the same without judgments
Trust exists when team members are comfortable being open or exposed to each others’ weaknesses, fears or failures
Lack of trust encourages members to be dishonest about their own issues; to play a game of masquerade
Members pretend to know things that they don’t and look for solutions to problems only in places that wouldn’t reflect poorly on them/their unit or agency
Trust means different things to different peopleIn any relationship trust is all about being vulnerable and to be yourself without judgmentsTrust exists when team members are comfortable being open or exposed to each others’ weaknesses, fears or failures Lack of trust encourages members to be dishonest about their own issues; to play a game of masquerade; pretending to know things that they don’t and look for solutions to problems only in places that wouldn’t reflect poorly on their staff or department
"COLLECTIVE OR INDIVIDUAL RESULTS"
When a team member perceives his performance as excellent and the organization is seen as failing there is a serious dis-connect
Full transcript