This document provides an overview of a 2-day workshop on building a healthy and effective team. Day 1 focuses on evaluating the team, building trust through exercises, managing conflicts, and providing feedback. Day 2 focuses on achieving commitment, accepting responsibility, focusing on results, and concluding the workshop. The document also summarizes Patrick Lencioni's five dysfunctions of a team and provides tips for overcoming each dysfunction.
2. PROGRAM WORKSHOPU
Den 1
Modul 1 / Intro 30 min / 9.00
úvod leadera
očekávání
úvod do programu 2 dnů
Modul 2 / Zhodnocení týmu 60 min / 9.30
silné a slabé stránky týmu
skupina versus tým
test dysfunkcí
uzavření části
Přestávka 15 min / 10.30
Modul 3 / Budování důvěry I 90 min / 10.45
představení tématu
osobní manuál
křivka života – cvičení
Oběd 75 min / 12.15
Modul 3 / Budování důvěry II 60 min / 13.30
osobní manuál
uzavření části
Přestávka 15 min / 14.30
Modul 4 / Zvládání konfliktů 90 min / 14.45
představení tématu
profilování konfliktů – cvičení
normování konfliktů – cvičení
uzavření části
Zpětná vazba 15 min / 16.15
Uzavření prvního dne 16.30
Den 2
Modul 5 / Dosahování odhodlání 120 min / 9.00
představení tématu
objasnění závazku
a kaskádování komunikace
tematický cíl – cvičení
uzavření části
Přestávka 15 min / 11.00
Modul 6 / Přijetí zodpovědnosti I 75 min / 11.15
představení tématu
zvýšení efektivity týmu – cvičení
Oběd 75 min / 12.30
Modul 6 / Přijetí zodpovědnosti II 45 min / 13.15
Diskuse o dosahování přijetí zodpovědnosti
uzavření části
Modul 7 / Zaměření se na výsledky 60 min / 14.00
představení tématu
týmová výsledková tabule
založení výsledkové tabule
uzavření části
přestávka 15 min / 15.00
Modul 8 / Uzavření workshopu 60 min / 15.15
Zhodnocení týmu
Shrnutí nejdůležitějších bodů
Dohoda o kaskádování informace
Uzavření workshopu 16.15
MODULY ČAS MODULY ČAS
3. VZTAHY A TÝMY
Zdraví a výkon v týmu: 5 dysfunkcí týmů
Zdroj: Patrick Lencioni, The Five Dysfunction of a Team
Lhostejnost k výsledkům
Vyhýbání se zodpovědnosti
Nedostatek odhodlání
Strach z konfliktů
Absence důvěry
Dysfunkce #5: Nezájem o výsledky
Symptom: Zaměření na vlastní status a ego
Nástroje pro změnu:
• Udržujte tým zaměřený na konkrétní cíle skupiny.
• Odměny založené na týmových cílech a kolektivním úspěchu.
Dysfunkce #4: Vyhýbání se zodpovědnosti
Symptom: tolerance nízkých standardů
Nástroje pro změnu:
• Jasně komunikovány cíle a standardy chování.
• Pravidelně diskutován výkon versus cíle a standardy chování.
Dysfunkce #3: Absence odhodlání
Symptom: nejednoznačnost v komunikaci a závazku
Nástroje pro změnu:
• Na konci každého setkání kontrola souladu všech členů v týmu.
• Přijmout správnost teze – nesouhlasím, ale podřídím se – ujištění se, že všichni v
týmu jsou oddáni i přes původní nesouhlas.
Dysfunkce #2: Strach z konfliktů
Symptom: Umělá harmonie
Nástroje pro změnu:
• Potvrzení, že konflikt je produktivní součástí meetingů.
• Pochopení přirozených typů konfliktů jednotlivých členů v týmu a nastavení
základních pravidel účasti v konfliktech.
Dysfunkce #1: Nedostatek důvěry
Symptom: Zaměření na vlastní status a ego
Nástroje pro změnu:
• Životní dráha.
• Znalost silných a slabých stránek .
• Investice do osobních i pracovních setkání.
9. ABSENCE OF TRUST –
SYMPTOMS
For example, teams that have an absence of trust
often exhibit the following behaviours . . .
• Conceal their weaknesses and mistakes from one
another.
• Hesitate to ask for help or provide constructive
feedback.
• Don’t offer help to people outside of their own areas
of responsibility.
• Fail to recognize and tap into one another’s skills
and experiences.
• Hold grudges.
• Find reasons to avoid spending time together.
10. KEY POINTS –
BUILDING TRUST
• Trust lies at the heart of a functioning, cohesive
team.
• Trust comes from the vulnerability of team
members.
• Such trust enables us to focus on the job at hand
rather than on protecting ourselves.
• Building trust takes time.
• Like any good relationship, trust among team
members must be maintained over time.
11. TIPS
AND EXERCISES
• Use a personality instrument (e.g. Myers-Briggs,
DISC or Social Styles) to help team members
understand one another’s.
• Find opportunities to spend more time together,
face-to-face.
• Share personal histories with one another, your
Owners Manual.
• Implement the Team Effectiveness Exercise to
provide a forum for quick and effective exchange of
feedback.
• Use sentences pointing to vulnerability like: I was
wrong. I made a mistake. You was right. I need
help, etc.
14. FEAR OF CONFLICT –
SYMPTOMS
Teams that fear conflict . . .
• Have boring meetings
• Create environments wherein 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
15. KEY POINTS –
MASTERING CONFLICT
• Good conflict among team members requires trust,
which is all about engaging in unfiltered, passionate
debate around issues.
• Even among the best teams, conflict will at times be
uncomfortable.
• Conflict norms must be discussed and made clear
among the team members.
• The fear of occasional personal conflict should not
deter a team from having regular, productive
debate.
16. TIPS
AND EXERCISES
• Clearly set the expectation that conflict is both good
and necessary for the team.
• Establish team rules of engagement for acceptable
conflict.
• Improve the effectiveness of meetings, which is the
most important setting where conflict must occur.
• Ensure that someone on the team is mining for
conflict. Look for hidden conflicts.
• Discuss conflicts on a regular basis (part of the
meetings agenda).
• Look for answers in the conflict: "What does this
teach us? Where can it take us?
• Try to reach the ideal point in the conflict (What's
right, not who's right).
19. LACK OF COMMITMENT
– SYMPTOMS
A team that fails to commit…
• Creates ambiguity among the team members about
direction and priorities
• Watches windows of opportunity 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
22. KEY POINTS –
ACHIEVING COMMITMENT
• Team members understand that they do not need
to get their way to support a decision but only need
to know their opinions have been heard and
considered.
• Teams with a high level of commitment can unite
behind a decision even though there is no certainty
that the decision is correct.
• Commitment requires clarity and buy-in.
• Clarity requires that teams avoid assumptions and
ambiguity and that they end discussions with a
clear understanding about what they’ve decided
on.
• Buy-in does not require consensus.
23. TIPS
AND EXERCISES
• Require clarity and closure, focusing on clear
conclusions and outcomes.
• Collectively set objectives and deadlines to remove
any temptations around procrastination and
waffling.
• Summarise what has been agreed, write it down.
• It is okay to disagree and comply (Accurate
summary of key decisions).
• Confirmation of commitment and dedication to the
task.
• Articulate the worst-case scenario to diminish fear
of failure by realizing that even a poor decision is
survivable.
24. Inattention
to Results
Avoidance of
Accountability
Lack of Commitment
Fear of Conflict
Absence of Trust
THE FIVE DYSFUNCTIONS OF
A TEAM
–
AVOIDANCE OF
ACCOUNTABILITY
Source: Patrick Lencioni, The Five Dysfunction of a Team
26. AVOIDANCE OF
ACCOUNTABILITY –
SYMPTOMS
Teams that do not hold one another accountable…
• Create resentment among team members who
have different standards of performance
• Encourage mediocrity
• Miss deadlines and key deliverables
• Place an undue burden on the team leader as the
sole source of discipline
27. KEY POINTS –
EMBRACING ACCOUNTABILITY
• Accountability on a strong team occurs directly
among peers.
• Peer pressure and the distaste of letting down a
colleague will motivate a team player more than any
fear of authoritative punishment or rebuke.
• For a culture of accountability to thrive, team
members (including the leader) must demonstrate a
willingness to confront difficult issues.
28. TIPS
AND EXERCISES
• Have regular discussions as a team:
• Which behaviours are the most empowering
for our team?
• Which behaviours should we reduce?
• Which behaviours should we reinforce?
• Identify and describe each other's strengths and
weaknesses of team members.
• Disclose goals and standards of behaviour.
• Maintain the rhythm of meetings and check meeting
priorities and milestones.
• Everyone reports what they are working on, how
they are performing and how plans to meet their
responsibilities.
31. INATTENTION TO RESULTS –
SYMPTOMS
When a team fails to focus on results, they…
• Rarely defeat their competitors
• Lose achievement-oriented employees
• Encourage team members to focus on their own
careers and individual goals
• Become easily distracted
• Stagnate and fail to grow
34. KEY POINTS –
FOCUSING ON RESULTS
• The true measure of a great team is that it
accomplishes the results it sets out to achieve.
• To avoid distractions, team members must prioritize
the results of the team over their individual or
departmental needs.
• To stay focused, teams must publicly clarify their
desired results and keep them visible.
35. TIPS
AND EXERCISES
• Set clear goals and priorities (team and individuals).
• Ensure public expression of commitment by
members
• to the team's goals.
• Publicly communicate desired outcomes.
• Ensure company-wide support to meet
• company and team goals.
• The best teams have priority status.
• Implement dashboards.
• Create a common rewards and compensation
system.
• Recognize team achievements.
36. „
Teamwork is not a skill,
but a strategic decision and
potentially – a competitive
advantage.
– Patrick Lencioni
bestsellers author –