Presentation of Patrick Lencionis brilliant concepts from The Five Dysfunctions of A Team. It's in Danish... but perhaps you can use the layout/set-up. I have added a box with a couple of questions for reflection after each "dysfunction". Credits to Francesco Attanasio whose powerpoint I used as a base.
3. En virksomheds største force
• Ikke financiel styrke
• Ikke strategisk tæft
• Ikke teknologisk forspring
• Teamwork er den ultimative
“competitive advantage”
• … fordi gode teams er meget STÆRKE og
meget SJÆLDNE
The FIVE Dysfunctions of a TEAM – Patrick Lencioni
5. 1. Manglende TILLID
• Hvis team-medlemmerne ikke er ærlige overfor hinanden, dvs.
egen svaghed og fejl aldrig indrømmes, så er det umuligt at
bygge et fundament af tillid.
• Årsag: frygt for at vise SÅRBARHED
• Bruges disse udtryk i teamet?
– “Det er jeg ked af”
– “Jeg tog fejl”
– “Jeg har brug for hjælp”
• Løsning: ÆGTHED
• Teamleder må gå forrest i at bygge sårbarhedsbaseret tillid.
6. 1. Manglende TILLID
• Tillid er FUNDAMENTET i teamarbejdet
• Forskel på private forhold – og personlige forhold
– Vurdér selv, hvor meget du vil dele
(undgå for dybt privat i første omgang)
• Alle 5 dysfunktioner påvirker hinanden på kryds og
tværs. Hvis de andre forhold ikke fungerer, påvirker
det direkte TILLIDEN til hinanden
REFLEKSION
•
•
Hvad påvirker din tillid til de andre i dit team negativt?
Hvordan opbygges din tillid til andre?
8. 2. Konfliktskyhed
• Uden tillid til hinanden: ungås følsomme emner op og man
sniger sig uden om at komme til bunds i en konflikt.
• Årsag: frygt for ÅBEN KRIG
• Lencionis påstand:
– Møder burde være spændende, dynamiske og konfliktfyldte!
• Lidenskab, konfrontation, følelser og frustrationer
– Er ukonstruktive når de bliver brugt til mudderkastning og
personangreb
– Er konstruktive når de holder sig til ideologi, koncepter og ideer
• Løsning: MOD (til at tage fat i konflikt, og indrømme fejl)
• Teamleder må grave i uenighed for at finde frem til kernen.
9. 2. Konfliktskyhed
• Sund konflikt er TIDSBESPARENDE!!
• Mange teams og ledelser bruger oceaner af tid på at gå uden
om den varm grød, og håber at problemer og uenigheder
løser sig selv…
REFLEKSION
•
•
Kan du finde eksempler fra dit arbejde på, at en sund konflikt
ville have sparet tid og energi?
Er du villig til at påpege ubehagelige problemer i teamet?
11. 3. Manglende forpligtelse
• Før teammedlemmer forpligter sig helhjertet til en
beslutning, et mål eller en sag, kræves der KLARHED og
OVERGIVELSE (buy-in)
• Årsag til dysfunktion: CONSENSUS-søgning, USIKKERHED
– Dvs. Alle skal have lidt ret
– Man tør ikke forpligte sig på noget, hvis man er usikker på grundlaget
for beslutningen
• Lencionis påstand:
– Almindelige fornuftige mennesker behøver ikke at få ret for at støtte
en beslutning, de har blot brug for at vide, at de er blevet hørt.
• Hellere træffe en helhjertet beslutning – og lave den om, hvis
man tager fejl – end at tøve og ingenting konkret beslutte
12. 3. Manglende forpligtelse
• Fjende af forpligtelse er bl.a. ”Passiv-aggressiv”-adfærd: Dvs.
tendens til at helgardere sig, forsinke beslutninger og lamme
handling ved at skabe lav tillid.
• DROP FRYGTEN FOR AT TAGE FEJL!
• NB: I relation til Dysfunktion nr. 2: Gennem ufiltreret debat
søger teamet efter kollektivets visdom, hvilket øger
muligheden for et helhjertet engagement i den ENDELIGE
BESLUTNING.
• Teamleder sørger for at alle kommer frem med deres
holdning, søger input til den rette retning og sørger for en
klar ”closure”.
13. 3. Manglende forpligtelse
REFLEKSION
•
•
Hvad skal der til for at du ”Køber” en beslutning?
Er du villig til at arbejde med på en beslutning der ikke helt
lever op til dine forventninger?
15. 4. Manglende lyst til at drage til ansvar
• Hvis man ikke har TILLID til hinanden, ikke tør gå ind i en
konstruktiv CONFLICT og ikke træffer KLARE BESLUTNINGER,
så kan man heller ikke holde hinanden op på AFTALER OG
ANSVAR.
• Årsag til dysfunktion: ønsket om at bevare en god STEMNING
eller behagelige RELATIONER
• Lencionis påstand:
– Det ironiske er, at når man ikke holder hinanden op på aftaler og
performance i “den gode stemnings navn”, så gødes jorden til splid,
for på et tidspunkt vil utilfredsheden over andres indsats vokse sig
stor.
16. 4. Manglende lyst til at drage til ansvar
• Konsekvensen af manglende opfyldning af mål/aftaler er
ØGET BUREAUKRATI…. Mere kontrol fra oven istedet for
selvkontrol.
• “Accountability”: Gode teammedlemmer ønsker ikke at
svigte hinanden, derfor kan påpegning af dårlig eller skadelig
praksis være med til at løfte hele teamets præstation.
• Hvis alle rundt om bordet er ærlige med hinanden omkring,
hvordan det går, så slipper teamlederen for at være den
konstante “bussemand”.
17. 4. Manglende lyst til at drage til ansvar
Teamleder skal dyrke en kultur, hvor det ikke handler om at
alle passer sig selv og sine egen opgaver. Teamet har fælles
ansvar – og lader hinanden ”ind” i hinandens processer.
REFLEKSION
•
•
•
Hvad forhindrer dig i at drage en kollega til ansvar?
Nævn måder, hvorpå vi ”undgår”/ ”forsvarer os mod”
accountability…
Hvordan drager man hinanden til ansvar på en konstruktiv
måde?
18. The 5 Dysfunctions of a Team
Inattention
to results
Avoidance of
Accountability
19. 5. Uopmærksomhed på resultater
• Resultater handler ikke kun om økonomiske og
organisatoriske mål, men også om interne mål som teamet
sætter.
• Uden en klar team-ånd og ærlighed i samtaler og processer,
så ender alle med at ignorere team-mål for at pleje egne
interesser.
REFLEKSION
•
•
Hvordan hjælper vi hinanden til at sætte realistiske mål?
Hvordan støtter vi op om og følger op på de vigtigste mål?
20. The 5 Dysfunctions of a Team
Hytter alle deres eget skind – eller
løfter vi sammen?
Sænker vi standarderne
gang på gang?
Er vi uklare i mål og intern
kommunikation?
Opretholdes kunstig
harmony?
Er sårbarhed tilladt?
Inattention
to results
Avoidance of
Accountability
Editor's Notes
If just one member of the team has a problem with trust it affects the whole team.
Whatever she said, people learned not to comment on. If someone did she would defend herself.
We have to work with people to help them understand this.
If you deal with this you can role up your sleeve and get work done faster, make decisions faster and better.
The role of the leader is to be vulnerable.
First, the leader has to set the stage by being open and vulnerable first.
Can your people be smarter than you and be better than you?
As leaders we have to understand the power of that.
People will follow leaders into fire if they are honest, vulnerable and
But you can’t fake it. If you are, you will be caught!
Do not fake it. If it isn’t painful in the moment don’t do it.
If just one member of the team has a problem with trust it affects the whole team.
Whatever she said, people learned not to comment on. If someone did she would defend herself.
We have to work with people to help them understand this.
If you deal with this you can role up your sleeve and get work done faster, make decisions faster and better.
The role of the leader is to be vulnerable.
First, the leader has to set the stage by being open and vulnerable first.
Can your people be smarter than you and be better than you?
As leaders we have to understand the power of that.
People will follow leaders into fire if they are honest, vulnerable and
But you can’t fake it. If you are, you will be caught!
Do not fake it. If it isn’t painful in the moment don’t do it.
If just one member of the team has a problem with trust it affects the whole team.
Whatever she said, people learned not to comment on. If someone did she would defend herself.
We have to work with people to help them understand this.
If you deal with this you can role up your sleeve and get work done faster, make decisions faster and better.
The role of the leader is to be vulnerable.
First, the leader has to set the stage by being open and vulnerable first.
Can your people be smarter than you and be better than you?
As leaders we have to understand the power of that.
People will follow leaders into fire if they are honest, vulnerable and
But you can’t fake it. If you are, you will be caught!
Do not fake it. If it isn’t painful in the moment don’t do it.
If just one member of the team has a problem with trust it affects the whole team.
Whatever she said, people learned not to comment on. If someone did she would defend herself.
We have to work with people to help them understand this.
If you deal with this you can role up your sleeve and get work done faster, make decisions faster and better.
The role of the leader is to be vulnerable.
First, the leader has to set the stage by being open and vulnerable first.
Can your people be smarter than you and be better than you?
As leaders we have to understand the power of that.
People will follow leaders into fire if they are honest, vulnerable and
But you can’t fake it. If you are, you will be caught!
Do not fake it. If it isn’t painful in the moment don’t do it.
Humans are reasonable. The truth is that if you can get your team to stand on a seat and weigh in on something then By not having conflict we are inviting them to passivity and to bring this up again and again.
Gender is so far down the list of issues.
We get distracted with this. But I don’t think it is an issue.
Why is commitment so important?
Because if we do not the next dysfunction of a team becomes a problem.
Humans are reasonable. The truth is that if you can get your team to stand on a seat and weigh in on something then By not having conflict we are inviting them to passivity and to bring this up again and again.
Gender is so far down the list of issues.
We get distracted with this. But I don’t think it is an issue.
Why is commitment so important?
Because if we do not the next dysfunction of a team becomes a problem.
Humans are reasonable. The truth is that if you can get your team to stand on a seat and weigh in on something then By not having conflict we are inviting them to passivity and to bring this up again and again.
Gender is so far down the list of issues.
We get distracted with this. But I don’t think it is an issue.
Why is commitment so important?
Because if we do not the next dysfunction of a team becomes a problem.
Stories to illustrate:
Holding people accountable for their behavior!
“The way you are treating people is going to fail”
I’m talking about peer to peer accountability!
The thought of letting down your peers is a very strong force in the workplace.
If I am a leader of a team…
We have to get peers to hold each other accountable!
I do not like to hold people accountable.
Among senior leaders the harder it is for them to do so.
The people you have to hold accountable are your peers.
TS: Why is this important? Because we fall prey to the 5th dysfunction of a team
I do not like to hold people accountable.
“You can’t do this any more and here are the consequences.”
Stories to illustrate:
Holding people accountable for their behavior!
“The way you are treating people is going to fail”
I’m talking about peer to peer accountability!
The thought of letting down your peers is a very strong force in the workplace.
If I am a leader of a team…
We have to get peers to hold each other accountable!
I do not like to hold people accountable.
Among senior leaders the harder it is for them to do so.
The people you have to hold accountable are your peers.
TS: Why is this important? Because we fall prey to the 5th dysfunction of a team
I do not like to hold people accountable.
“You can’t do this any more and here are the consequences.”
Humans are reasonable. The truth is that if you can get your team to stand on a seat and weigh in on something then By not having conflict we are inviting them to passivity and to bring this up again and again.
Gender is so far down the list of issues.
We get distracted with this. But I don’t think it is an issue.
Why is commitment so important?
Because if we do not the next dysfunction of a team becomes a problem.
Stories to illustrate:
Holding people accountable for their behavior!
“The way you are treating people is going to fail”
I’m talking about peer to peer accountability!
The thought of letting down your peers is a very strong force in the workplace.
If I am a leader of a team…
We have to get peers to hold each other accountable!
I do not like to hold people accountable.
Among senior leaders the harder it is for them to do so.
The people you have to hold accountable are your peers.
TS: Why is this important? Because we fall prey to the 5th dysfunction of a team
I do not like to hold people accountable.
“You can’t do this any more and here are the consequences.”