The FiveDysfunctions of a Team                         Iulian Antonovici                         Head of Development      ...
What is the biggest problem of your team ? My guess is : … CommunicationIN YOUR ZONE
The 5  Dysfunctions  Model                 Absence of   TrustIN YOUR ZONE                          3
Absence of Trust      Members of teams with                    Members of trusting       an absence of trust              ...
Absence of Trust      Members of teams with               Members of trusting       an absence of trust                   ...
Absence of Trust                              Role of a leader                              encourage trust by demonstrati...
The 5    Dysfunctions    Model                   Fear of   Conflict                   Absence of   Trust7
Workplace Conflict   • Task Conflict on a           • Routine Task Conflict:        • Relationship Conflict:     Complex P...
Fear of Conflict         Teams that fear                   Teams that engage in            conflict                       ...
Fear of conflict                                            The Team Leader          Teams should…                        ...
Workplace Conflict Management        High                             Competition                     Collaboration       ...
Conflict Styles Conflict Style                                            Constructive                                   D...
The 5  Dysfunctions  Model                    Lack of                 Commitment                    Fear of               ...
Lack of CommitmentFor a team,    commitment is a function of two things: clarity and buy-in.                      Commitme...
Lack of commitment     A team that fails to                   A team that commits         commit . . .                    ...
Lack of commitment                   Role of a leader               He must be comfortable with the prospect of making a  ...
The 5  Dysfunctions  Model                   Avoidance of                  Accountability                      Lack of    ...
Avoidance of accountability      A team that avoids                  A team that holds one      accountability . . .      ...
Avoidance of accountability                        Role of a leader               to encourage and allow the team to serve...
The 5  Dysfunctions  Model                  Avoidance of                 Accountability                     Lack of       ...
Inattentions to results               The ultimate dysfunction of a team is the tendency of members tocare about something...
Inattentions to results A team that is not focused                 A team that focuses on       on results . . .          ...
Inattentions to results                        Role of a leader                Perhaps more than with any of the other dys...
Suggestions for Overcoming Dysfunction 1:Absence of Trust                      Personal Histories Exercise               h...
Suggestions for Overcoming Dysfunction 2:Fear of Conflict                            Mining        Someone should have the...
Suggestions for Overcoming Dysfunction 3 :Lack of Commitment                                   Deadlines               As ...
Suggestions for Overcoming Dysfunction 4 :Avoidance of Accountability                Publication of Goals and Standards   ...
Suggestions for Overcoming Dysfunction 5 :Inattention to results                   Public declaration of results          ...
The source of this presentation is Patrick Lencioni’s book:                          “The five dysfunctions of a Team”    ...
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Endava Career Days Jan 2012 Five Dysfunctions of a Team

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Endava Career Days Jan 2012 Five Dysfunctions of a Team

  1. 1. The FiveDysfunctions of a Team Iulian Antonovici Head of Development Endava Iasi
  2. 2. What is the biggest problem of your team ? My guess is : … CommunicationIN YOUR ZONE
  3. 3. The 5 Dysfunctions Model Absence of TrustIN YOUR ZONE 3
  4. 4. Absence of Trust Members of teams with Members of trusting an absence of trust teams conceal their weaknesses and admit weaknesses and mistakes mistakes ask for help and provide hesitate to ask for help constructive feedback hesitate to offer help outside Accept questions and input about their own areas of responsibility their areas of responsibility jump to conclusions without give the benefit of the doubt before attempting to clarify them arriving at a negative conclusion fail to recognize and use another’s appreciate and use anothers skills and experiences skills and experiences4
  5. 5. Absence of Trust Members of teams with Members of trusting an absence of trust teams waste time and energy focus time and energy on important managing their behaviors and issues, not politics being politically correct offer and accept apologies without are too proud to apologies hesitation Avoid meetings and find reasons look forward to meetings and not to spend time together other opportunities to work as a group5
  6. 6. Absence of Trust Role of a leader encourage trust by demonstrating vulnerability first show patience, vulnerability trust cannot be achieved over night should not punish vulnerability or manipulate team members in depth understanding of the unique attributes of each team member6
  7. 7. The 5 Dysfunctions Model Fear of Conflict Absence of Trust7
  8. 8. Workplace Conflict • Task Conflict on a • Routine Task Conflict: • Relationship Conflict: Complex Problem: • Conflicts that crop up • Interpersonal conflict and • Thrashing out issues of between one or more team personality clashes. strategic consequence, member during the course of Animosity and open Divergent viewpoints, carrying out an everyday hostilities Disagreements on the right routine task course of action Positive Outcome: Negative Outcome: Good business solutions and good Unfavorable Strained relationships; decisions can emerge. Outcome: Tense atmosphere; High potential for Disruption in the Commitment to the team. The company work, hinders team team gets eroded. can reap the benefits performance. Long-term fall-out; in the short-term as Temporary setback well as over the long- Possible decline in term team performance.IN YOUR ZONE 8
  9. 9. Fear of Conflict Teams that fear Teams that engage in conflict conflict have boring meetings have interesting meetings encourage back-channel politics face to face confrontations and personal attacks fail to take in consideration all extract and exploit the ideas of opinions all members ignore or avoid controversial put critical topics on the table topics waste time and energy with minimize politics and solve real interpersonal risk management problems quicklyIN YOUR ZONE 9
  10. 10. Fear of conflict The Team Leader Teams should… should… engage in in productive conflict because will produce the best mine for conflict possible solution in the shortest period of time should not protect other not avoid ideological conflict members from harm just because they don’t want to hurt team members’ feelings. They will end up encouraging dangerous tension allow resolution to occur naturally not avoid conflict in the name of efficiency , they will revisit this to personally apply appropriate issue again and again conflict behaviorIN YOUR ZONE 10
  11. 11. Workplace Conflict Management High Competition Collaboration Assertiveness Compromise Negotiation Avoidance Accommodation Low Low Cooperativeness High Thomas-Kilmann Conflict Mode Diagram Classify the above scenarios in Lose-Lose, Win-Lose, Lose-Win and Win-Win categories 11IN YOUR ZONE
  12. 12. Conflict Styles Conflict Style Constructive Destructive Avoidance : Individuals are indifferent to Lack of information or Expertise; If Habitual or Represents Unexpressed each others needs, and issues are No pressing need to resolve differences Dissatisfaction; evaded or ignored completely. Lose - now or in the future. Not a useful long term conflict Win management strategy. Accommodation: is allowing the other If you dont care about the issue, or if Being too accommodating too often can persons needs to be met, usually at the you have little power in the relationship weaken your position to the point where expense of your own. Lose - Win or situation; your voice is never heard Good to build a relationship by letting the other person have their way Compromise its about giving up some Useful if time is tight, small issues or if Destructive if is forced ground in order to gain other ground its not worth exploring things more fully; May reduce later cooperation & elsewhere. Lose- Lose Useful when one party cant force their agreement solution on the other. Negotiating is trying to reach agreement Impartial mediator helps the process; If you have a conflict with another party with another party when the two parties Mutual concessions for satisfactory and do not share any objectives with share an objective, but have a conflict resolution; them, the correct strategy is avoidance. about other matters. Provides important benefits to each side Competition its about making sure your Useful if there is an important deadline, Bad for a long term relationship own needs are met, no matter the cost. or if the relationship with the other party Win - Lose is not important. Collaboration means assuming positive Useful strategy when the issues are intent and seeing things from all sides, in important to everyone, and all sides detail. Its about acknowledging , need to be committed to the solution accepting differences, and exploring alternative solutions that meet everyones needs and concerns.Win-WinIN YOUR ZONE 12
  13. 13. The 5 Dysfunctions Model Lack of Commitment Fear of Conflict Absence of TrustIN YOUR ZONE 13
  14. 14. Lack of CommitmentFor a team, commitment is a function of two things: clarity and buy-in. Commitments should have closure Commitment is about setting the right expectations The two greatest causes of the lack of commitment are: Consensus: Great teams understand the danger of seeking consensus, and find ways to achieve buy-in even when complete agreement is impossible. Certainty: Great teams also pride themselves on being able to unite behind decisions and commit to clear courses of action even when there is little assurance about whether the decision is correctIN YOUR ZONE 14
  15. 15. Lack of commitment A team that fails to A team that commits commit . . . ... creates ambiguity among the team creates clarity around direction and about direction and priorities priorities watches windows of opportunity aligns the entire team around close due to excessive analysis and common objectives unnecessary delay develops an ability to learn from breeds lack of confidence and mistakes fear of failure takes advantage of opportunities revisits discussions and decisions before competitors do again and again moves forward without hesitation or encourages second-guessing among changes direction without hesitation team members or guiltIN YOUR ZONE 15
  16. 16. Lack of commitment Role of a leader He must be comfortable with the prospect of making a decision that ultimately turns out to be wrong force clarity and closureIN YOUR ZONE 16
  17. 17. The 5 Dysfunctions Model Avoidance of Accountability Lack of Commitment Fear of Conflict Absence of TrustIN YOUR ZONE 17
  18. 18. Avoidance of accountability A team that avoids A team that holds one accountability . . . another accountable creates resentment among team ensures that poor performers feel members who have different pressure to improve standards of performance establishes respect among team members who are held to the same encourages mediocrity high standards misses deadlines and key develops an ability to learn from deliverables mistakes places an undue burden on the avoids excessive bureaucracy team leader as the sole source of around performance discipline managementIN YOUR ZONE 18
  19. 19. Avoidance of accountability Role of a leader to encourage and allow the team to serve as the first and primary accountability mechanism. (Sometimes strong leaders naturally create an accountability vacuum within the team, leaving themselves as the only source of discipline) ultimate arbiter of discipline when the team itself failsIN YOUR ZONE 19
  20. 20. The 5 Dysfunctions Model Avoidance of Accountability Lack of Commitment Fear of Conflict Absence of TrustIN YOUR ZONE 20
  21. 21. Inattentions to results The ultimate dysfunction of a team is the tendency of members tocare about something other than the collective goals of the group. People have a familiar tendency to focus on enhancing their own positions orcareer prospects at the expense of their team. “The Best for the Group comes when everyone in the group does whats best for himself AND the group.” John Nash - American mathematician that won the Nobel Prize in Economic Science in 1994. He is the subject of the “A beautiful mind” ,Oscar awarded, movie.IN YOUR ZONE 21
  22. 22. Inattentions to results A team that is not focused A team that focuses on on results . . . collective results… stagnates or fails to grow has a high probability to reach its goal rarely defeats competitors enjoys success and suffers failure acutely loses achievement-oriented retains achievement-oriented employees employees and minimizes individualistic behavior encourages team members to focus on their own careers and Benefits from individuals who individual goals subjugate their own goals/interests for the good of the team gets easily distracted Avoids distractionsIN YOUR ZONE 22
  23. 23. Inattentions to results Role of a leader Perhaps more than with any of the other dysfunctions, the leader must set the tone for a focus on results (If the leader values anything other but results the whole team will do the same) He must be selfless and objective and reserve rewards for those who make a real contribution to the achievement of the group goalsIN YOUR ZONE 23
  24. 24. Suggestions for Overcoming Dysfunction 1:Absence of Trust Personal Histories Exercise have the team members answer a short list of questions about themselves Team Effectiveness Exercise It requires team members to identify the single most important contribution that each of their peers makes to the team, as well as the one area that they must either improve upon or eliminate for the good of the team Personality and Behavioral Preference Profiles Myers-Briggs Type Indicator (MBTI) 360-Degree Feedback Recommended for experienced teams, can cause problems to young teams Team Exercise, Team BuildingsIN YOUR ZONE 24
  25. 25. Suggestions for Overcoming Dysfunction 2:Fear of Conflict Mining Someone should have the role of a “miner of conflict”— who extracts buried disagreements within the team and sheds the light of day on them. Real-Time Permission Team members need to coach one another not to retreat from healthy debate. One simple but effective way to do this is to recognize when the people engaged in conflict are becoming uncomfortable with the level of discord, and then interrupt to remind them that what they are doing is necessary. Thomas-Kilmann Conflict Mode Instrument Understand each other conflict approach styleIN YOUR ZONE 25
  26. 26. Suggestions for Overcoming Dysfunction 3 :Lack of Commitment Deadlines As simple as it seems, one of the best tools for ensuring commitment is the use of clear deadlines for when decisions will be made, and honoring those dates with discipline and rigidity Contingency and Worst-Case Scenario Analysis A team that struggles with commitment can begin overcoming this tendency by briefly discussing contingency plans up front or, better yet, clarifying the worst-case scenario for a decision they are struggling to make. This usually allows them to reduce their fears by helping them realize that the costs of an incorrect decision are survivable, and far less damaging than they had imagined. Cascading Messaging At the end of a meeting a team should explicitly review the key decisions made during the meeting, and agree on what needs to be communicated to interested parties. What often happens during this exercise is that members of the team learn that they are not all on the same page about what has been agreed upon and that they need to clarify specific outcomes before putting them into action.IN YOUR ZONE 26
  27. 27. Suggestions for Overcoming Dysfunction 4 :Avoidance of Accountability Publication of Goals and Standards To make it easier for team to hold each other accountable you need to clarify publicly exactly what the team needs to achieve , who needs to deliver what and how everyone must do in order to succeed. Simple and Regular Progress Reviews A continuous performance review process Team Rewards By shifting away the reward from individuals to the team the members will create a culture of accountabilityIN YOUR ZONE 27
  28. 28. Suggestions for Overcoming Dysfunction 5 :Inattention to results Public declaration of results Teams that are willing to commit publicly to specified results are more likely to work with a passionate, even desperate desire to achieve those results. Results based Rewards To be used with caution ! Relying on this alone can be problematic because it assumes that financial motivation is the sole driver for behavior. Letting someone take home a bonus for “hard trying” sends a wrong message that, even in absence of results, achieving the outcome is not important after all.IN YOUR ZONE 28
  29. 29. The source of this presentation is Patrick Lencioni’s book: “The five dysfunctions of a Team” Thank you ! Iulian Antonovici | Head of Development Endava Iasi iulian.antonovici@endava.com Tel +40372363285| Ext 3085 |Skype en_iantonoviciIN YOUR ZONE 29

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