The 5 dysfunctions of a team Management Presentation

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This presentation was delivered at the Rider University MBA Management class in October 2006

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  • Tools that are useful to overcome the trust dysfunction? Cascading messaging : we know what we agreed upon, we do communicate on it, if it is not confidential Personal Histories Exercise is a low risk exercise requires nothing more then going around the table during a meeting and having team members answer a short list of questions about themselves Team Effective Exercise requires team members to identify the single important contribution that each of their peers makes on the team The purpose of Personality and Behavioral Presence Profile is to provide practical and scientifically valid behavioral descriptions of various team members To make the 360-degree program work, is divorcing it entirely from compensation and formal performance evaluation The leader must create an environment that does not punish vulnerability. Display of vulnerability on a part of team leader must be genuine.
  • Teams without commitment Live in ambiguity regarding directions and priorities Spend too much time in analysis Have limited confidence and are fearing of failures Discuss and review decisions for ever Are not clear on what was decided
  • The 5 dysfunctions of a team Management Presentation

    1. 1. The FIVE DYSFUNCTIONS of a TEAM by PATRICK LENCIONI Prashant Rajopadhye Zahid Maqsood Jean Pierre Clement Miguel Edwards
    2. 2. The FIVE DYSFUNCTIONS of a TEAM by PATRICK LENCIONI Absence of Trust
    3. 3. The FIVE DYSFUNCTIONS of a TEAM by PATRICK LENCIONI Members of teams with an absence of trust… - Conceal their weakness and mistakes from one another -Hesitate to ask for help or provide constructive feedback -Hesitate to offer help outside their own area of responsibility -Fail to recognize and tap into one another’s skills and experience -Hold grudges -Dread meetings and find reasons to avoid spending time together
    4. 4. The FIVE DYSFUNCTIONS of a TEAM by PATRICK LENCIONI <ul><li>Overcoming absence of trust </li></ul><ul><li>Personal Histories Exercise </li></ul><ul><li>Team Effectiveness Exercise </li></ul><ul><li>Personality and Behavioral Presence Profile </li></ul><ul><li>360- Degree Feedback </li></ul><ul><li>Leader role </li></ul>
    5. 5. The FIVE DYSFUNCTIONS of a TEAM by PATRICK LENCIONI Members of trusting teams…. - Admit weaknesses and mistakes -Ask for help -Take risk 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
    6. 6. The FIVE DYSFUNCTIONS of a TEAM by PATRICK LENCIONI Fear of Conflict Absence of Trust
    7. 7. The FIVE DYSFUNCTIONS of a TEAM by PATRICK LENCIONI <ul><li>Teams that fear conflict ... </li></ul><ul><li>Have boring meetings </li></ul><ul><li>Create environments where back-channel politics and personal attacks thrive </li></ul><ul><li>Ignore controversial topics that are critical to team success </li></ul><ul><li>Fail to tap into all the opinions and perspective of team members </li></ul><ul><li>Waste time and energy with posturing and interpersonal risk management </li></ul>
    8. 8. The FIVE DYSFUNCTIONS of a TEAM by PATRICK LENCIONI <ul><li>Teams that engage in conflict ... </li></ul><ul><li>Have lively, interesting meetings </li></ul><ul><li>Extract and exploit the ideas of all team members </li></ul><ul><li>Solve real problems quickly </li></ul><ul><li>Minimize politics </li></ul><ul><li>Put critical topics on the table for discussion </li></ul>
    9. 9. The FIVE DYSFUNCTIONS of a TEAM by PATRICK LENCIONI <ul><li>Overcoming Fear of Conflict… </li></ul><ul><li>Acknowledge that conflict is productive, and that many teams have a tendency to avoid it. </li></ul><ul><li>Mining Team Members must occasionally assume the role of a “miner of conflict” -- someone who extracts buried disagreements within the team and sheds the light of day on them. </li></ul><ul><li>Ream-Time Permission Team members need to coach one another not to retreat from healthy debate. Remind them what they are doing is necessary. </li></ul><ul><li>Other Tools Thomas-Kilmann Conflict Mode Instrument (TKI) </li></ul>
    10. 10. The FIVE DYSFUNCTIONS of a TEAM by PATRICK LENCIONI Lack of Commitment Fear of Conflict Absence of Trust
    11. 11. The FIVE DYSFUNCTIONS of a TEAM by PATRICK LENCIONI <ul><li>A Team that lacks commitment… </li></ul><ul><li>Create ambiguity on direction and priorities </li></ul><ul><li>Misses opportunity by too much analysis and delay </li></ul><ul><li>Breeds lack of confidence and fear of failure </li></ul><ul><li>Discusses and reviews decision again and again </li></ul><ul><li>Encourage second guessing among team members </li></ul>
    12. 12. The FIVE DYSFUNCTIONS of a TEAM by PATRICK LENCIONI <ul><li>Teams that are committed… </li></ul><ul><li>Have clear directions and priorities </li></ul><ul><li>Are aligned around objectives </li></ul><ul><li>Develop an ability to learn from mistakes </li></ul><ul><li>Seize opportunities before the competition </li></ul><ul><li>Moves forward without hesitation </li></ul><ul><li>Changes direction without hesitation or guilt </li></ul>
    13. 13. The FIVE DYSFUNCTIONS of a TEAM by PATRICK LENCIONI <ul><li>Overcoming Lack of Commitment… </li></ul><ul><li>Cascading messaging: reformulate action plan, communicate quickly and comprehensively, and align the meetings with each other </li></ul><ul><li>Set and honor deadlines, including interim milestones. </li></ul><ul><li>Contingency and worst case scenario analysis: remove the fear from mistakes </li></ul><ul><li>Low-risk exposure therapy: practice quick decision making with limited analysis </li></ul>
    14. 14. The FIVE DYSFUNCTIONS of a TEAM by PATRICK LENCIONI Avoidance of Accountability Lack of Commitment Fear of Conflict Absence of Trust
    15. 15. The FIVE DYSFUNCTIONS of a TEAM by PATRICK LENCIONI <ul><li>A Team that avoids accountability… </li></ul><ul><li>Creates resentment and different performance standards </li></ul><ul><li>Encourage mediocrity </li></ul><ul><li>Misses deadlines and deliverables </li></ul><ul><li>Push all the burden of discipline to the leader </li></ul>
    16. 16. The FIVE DYSFUNCTIONS of a TEAM by PATRICK LENCIONI <ul><li>Teams that are committed… </li></ul><ul><li>Ensure that poor performers feel pressure to improve </li></ul><ul><li>Identify quickly problem by questioning one’s approach without hesitation </li></ul><ul><li>Establish respect among the team who are held to the same standard </li></ul><ul><li>Avoid excessive bureaucracy around performance management and corrective action </li></ul>
    17. 17. The FIVE DYSFUNCTIONS of a TEAM by PATRICK LENCIONI <ul><li>Overcoming Avoidance of Accountability… </li></ul><ul><li>Publication of goals and standards: no one can ignore them and we know who is responsible for what </li></ul><ul><li>Progress review simple and regular: team member should comment on their peer performance against objectives and standards </li></ul><ul><li>Reward team instead of individuals </li></ul><ul><li>Do not relegate accountability to consensus approach: shared team responsibility with individual responsibility </li></ul>
    18. 18. The FIVE DYSFUNCTIONS of a TEAM by PATRICK LENCIONI Avoidance of Accountability Lack of Commitment Fear of Conflict Absence of Trust Inattention to Results

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