This document provides an overview of a workshop for advanced scrum masters. It discusses the responsibilities of a scrum master and challenges they may face. Some key points include:
- A scrum master facilitates scrum processes and ceremonies, helps remove impediments, and pushes the team forward.
- Common problems scrum masters face include having too many responsibilities across the product, team, and communication.
- Giving effective feedback involves setting the stage, specifically describing behavior and impact, and making a request for improvement.
The document outlines the five dysfunctions of a team according to Patrick Lencioni: absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results. It provides suggestions for addressing each dysfunction and the role of the leader in fostering trust, encouraging productive conflict, ensuring commitment and buy-in to decisions, holding team members accountable, and focusing on results. High-functioning teams are characterized by trusting one another, engaging in unfiltered debates of ideas, committing to and following through on decisions, holding one another accountable, and prioritizing achievement of shared goals.
17 ways managers build trust with their teamsAtlassian
From https://www.atlassian.com/blog/inside-atlassian/how-emotionally-intelligent-leaders-build-trust 17 leadership behaviours that foster trust and help unleash team members' full potential.
This document summarizes the five dysfunctions of a team according to Patrick Lencioni's model: absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results. It provides guidance on how to build trust, engage in healthy conflict, achieve commitment, ensure accountability, and focus on results to create a highly functioning team.
Building Better Teams - Overcoming the 5 DysfunctionsJoel Wenger
Trust, Conflict, Commitment, Accountability, Results; these are the hallmarks of effective teams, as described by Patrick Lencioni in his book "The Five Dysfunctions of a Team". This presentation contains an overview of each one, as well as my take on the tools and actions leaders can take to address each one.
Team maturity - How to cultivate a team mentalityDeon Meyer
This is based on the book 5 Dysfunctions of a team by Patrick Lencioni. It's target audience is any person that fills a leadership role, be it on an executive level or not.
Danielle MacInnis is an experienced facilitator who runs teaming workshops. She draws on her experience in various roles to keep discussions focused on team goals and address unproductive behaviors. Common reasons teams fail include personal agendas taking priority over team effort and a lack of shared vision. Her workshops explore the five dysfunctions of a team according to Patrick Lencioni: lack of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results. Activities are used to build trust and address each dysfunction.
This document summarizes Patrick Lencioni's model of the five dysfunctions of a team. It discusses that teams must build trust by being open about weaknesses, ask for help, and accept feedback. Without trust, teams fear conflict and fail to engage in passionate debate. As a result, teams lack commitment to decisions and avoid accountability. When accountability is lacking, teams become inattentive to results and focus on individual goals rather than collective success. The leader's role is to lead by example, protect the team, embrace conflict, generate commitment, and focus the team on results.
This document provides an overview of a workshop for advanced scrum masters. It discusses the responsibilities of a scrum master and challenges they may face. Some key points include:
- A scrum master facilitates scrum processes and ceremonies, helps remove impediments, and pushes the team forward.
- Common problems scrum masters face include having too many responsibilities across the product, team, and communication.
- Giving effective feedback involves setting the stage, specifically describing behavior and impact, and making a request for improvement.
The document outlines the five dysfunctions of a team according to Patrick Lencioni: absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results. It provides suggestions for addressing each dysfunction and the role of the leader in fostering trust, encouraging productive conflict, ensuring commitment and buy-in to decisions, holding team members accountable, and focusing on results. High-functioning teams are characterized by trusting one another, engaging in unfiltered debates of ideas, committing to and following through on decisions, holding one another accountable, and prioritizing achievement of shared goals.
17 ways managers build trust with their teamsAtlassian
From https://www.atlassian.com/blog/inside-atlassian/how-emotionally-intelligent-leaders-build-trust 17 leadership behaviours that foster trust and help unleash team members' full potential.
This document summarizes the five dysfunctions of a team according to Patrick Lencioni's model: absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results. It provides guidance on how to build trust, engage in healthy conflict, achieve commitment, ensure accountability, and focus on results to create a highly functioning team.
Building Better Teams - Overcoming the 5 DysfunctionsJoel Wenger
Trust, Conflict, Commitment, Accountability, Results; these are the hallmarks of effective teams, as described by Patrick Lencioni in his book "The Five Dysfunctions of a Team". This presentation contains an overview of each one, as well as my take on the tools and actions leaders can take to address each one.
Team maturity - How to cultivate a team mentalityDeon Meyer
This is based on the book 5 Dysfunctions of a team by Patrick Lencioni. It's target audience is any person that fills a leadership role, be it on an executive level or not.
Danielle MacInnis is an experienced facilitator who runs teaming workshops. She draws on her experience in various roles to keep discussions focused on team goals and address unproductive behaviors. Common reasons teams fail include personal agendas taking priority over team effort and a lack of shared vision. Her workshops explore the five dysfunctions of a team according to Patrick Lencioni: lack of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results. Activities are used to build trust and address each dysfunction.
This document summarizes Patrick Lencioni's model of the five dysfunctions of a team. It discusses that teams must build trust by being open about weaknesses, ask for help, and accept feedback. Without trust, teams fear conflict and fail to engage in passionate debate. As a result, teams lack commitment to decisions and avoid accountability. When accountability is lacking, teams become inattentive to results and focus on individual goals rather than collective success. The leader's role is to lead by example, protect the team, embrace conflict, generate commitment, and focus the team on results.
Institute of Design: Teaming Workshop By Chris BernardChris Bernard
This are slides for a Teaming Presentation and One Day workshop that I've taught at the Institute of Design on three occasions. I've included the slides in .PPT format which you may reference with proper accreditation. Note I've pulled some content and provided links to it to respect copyrights. Want me to conduct this workshop for you? Hire me! Email bernard@id.iit.edu for more information.
The document outlines Patrick Lencioni's model of the five dysfunctions of a team:
1. Absence of trust - when team members are unwilling to be vulnerable within the team and show their weaknesses.
2. Fear of conflict - when team members avoid constructive tension and avoid difficult conversations that could lead to better solutions.
3. Lack of commitment - when team members do not buy into and support decisions made by the group.
4. Avoidance of accountability - when the team avoids holding its members accountable for their performance and behaviors.
5. Inattention to results - when the team focuses on internal issues rather than goals and achievements that benefit the customer. The five dysfunctions
Endava Career Days Jan 2012 Five Dysfunctions of a TeamEndava
The document summarizes the five dysfunctions of a team according to Patrick Lencioni's model: (1) absence of trust, where team members are unwilling to be vulnerable within the group; (2) fear of conflict, where constructive ideological conflict is avoided; (3) lack of commitment, where team members do not buy into decisions and lack clarity around direction; (4) avoidance of accountability, where team members avoid calling out poor performance; and (5) inattention to results, where team members focus on personal goals over collective success. It provides explanations of each dysfunction and the role of the team leader in addressing them, as well as suggestions for overcoming the dysfunctions, such as using feedback surveys, setting clear
The document discusses The Five Dysfunctions of a Team model by Patrick Lencioni. It outlines the five dysfunctions that prevent teams from being effective: absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results. It encourages assessing teams using various methods to identify strengths and areas for improvement in overcoming these dysfunctions, particularly building vulnerability-based trust.
The document summarizes Patrick Lencioni's model of the five dysfunctions of a team which are: absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results. It provides a brief description of each dysfunction and suggests using a questionnaire to help teams evaluate their susceptibility to these dysfunctions. It also includes a quote highlighting the importance of teamwork as a competitive advantage.
The document discusses the 5 dysfunctions of a team: absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results. Each dysfunction is defined by its symptoms and potential solution options are provided. The dysfunctions can prevent high performing teams if not addressed and their solutions aim to foster trust, encourage debate, gain clarity on goals, ensure accountability, and make goals team-centric rather than individual.
This was a talk given to the team at 5Q Communications in the Pecha Kucha format. It was given as part of a series of internal learning presentations. Enjoy!
The document discusses different human resources management situations that a manager may face, including employees struggling to work together, complaints about leadership, unfulfilled promises from peers, relationship issues with a supervisee, and disconnect between upper management and front-line staff. It then asks which type of support would be most helpful in dealing with these situations: a mentor, a peer to ask questions, or having someone with more experience directly address the problem. The document provides questions to consider when facing difficult situations at work.
The document discusses the five dysfunctions of a team which are lack of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results. It provides information on each dysfunction and potential remedies which include establishing a baseline assessment, building trust, managing conflict, and contacting a coach. The overall message is that dismantling these five dysfunctions can transform a group of individuals into a high-performing team.
This document discusses common traps in decision making including:
- The anchor trap where initial information received biases thoughts. To avoid this, consider multiple perspectives and develop your own opinion before consulting others.
- The status quo trap where biases protect existing decisions due to ego and fear of criticism. Question if the status quo is truly supported and consider all alternatives.
- The sunk cost trap where past investments bias current decisions due to unwillingness to admit mistakes. Seek outside advice from those not involved in prior decisions.
- The confirming evidence trap where people seek evidence supporting existing views. Avoid leading questions and get others to argue against your views.
- Framing traps where problem wording influences choices.
Top 10 Ways to Lead by Example - by Internet Marketing Virtual AssistantAndrea Kalli
Explore the Top 10 Ways to Lead by Example - by Internet Marketing Virtual Assistant, Andrea Kalli.
Visit www.virtualassist.net
Social Media Virtual Assistant
Content Marketing Virtual Assistant
Internet Marketing Service Specialist
The 5 dysfunctions of a team Management Presentationrajopadhye
The document discusses Patrick Lencioni's model of the five dysfunctions of a team: absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results. It provides details on how each dysfunction negatively impacts a team and strategies that teams can use to overcome each dysfunction, such as conducting personality assessments, assigning roles to "mine for conflict," setting deadlines, and establishing clear goals and performance standards. Overcoming these dysfunctions helps teams make better decisions, hold members accountable, and achieve results.
My presentation of P. Lencioni's book "Overcoming the 5 dysfunctions of a team", at the 34th Athens Agile meetup. The presentation includes the key points of the book, and in the addendum the Thomas-Kilmann model is explained.
Before deciding on a course of action, prudent managers evaluate the situation confronting them. Unfortunately, some managers are cautious to a fault – taking costly steps to defend against unlikely outcomes. Others are overconfident – underestimating the range of potential outcomes. And still, others are highly impressionable – allowing memorable events in the past to dictate their view of what might be possible now.
These are just three of the well-documented psychological traps that afflict most managers at some point, assert authors John S. Hammond, Ralph L. Keeney, and Howard Raiffa in their 1998 article. Still, more pitfalls distort reasoning ability or cater to our own biases. Examples of the latter include the tendencies to stick with the status quo, to look for evidence confirming one’s preferences, and to throw good money after bad because it’s hard to admit making a mistake.
Luckily, techniques exist to overcome each one of these problems. For instance, since the way a problem is posed can influence how you think about it, try to reframe the question in various ways and ask yourself how your thinking might change for each version. Even if we can’t eradicate the distortions ingrained in the way our minds work, we can build tests like this into our decision-making processes to improve the quality of the choices we make.
The way human brain works can sabotage the choices we make. But bad decisions can often be traced back to the point where the decisions were made. The key is how a problem is framed and how to develop the solution.
Find more at: https://www.dtechsystems.co/resources/
This document discusses the five dysfunctions of teams according to Patrick Lencioni's model: absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results. It describes how teams struggling with these dysfunctions operate less effectively compared to high-functioning teams that have established trust, engage in productive conflict, make decisions and commitments, hold each other accountable, and focus on achieving results together. The document provides guidance on how teams can overcome these dysfunctions, including the important role of leadership in modeling vulnerability, surfacing issues, and driving teams to focus on collective outcomes.
Presentation created by Andi Narvaez for COMM 107 - Oral Communication: Principles and Practice
University of Maryland
Source: Communication: A Social and Career Focus by Berko, Wolvin & Wolvin
From the outside looking in, Human Resources are truly dealing with a series of roadblocks internally that are keeping them from realizing the potential of their true impact. Be advised - Answers do exist: http://bit.ly/2kQHPRI
ДЕМОНСТРАЦИЯ ОБЛАЧНОЙ ПЛАТФОРМЫ ДЛЯ ОБУЧЕНИЯ СОТРУДНИКОВ С ПОМОЩЬЮ МОБИЛЬНЫХ ...HR&Trainings EXPO
Спикер: Антон Вдовиченко, ServiceGuru.
Описание: Со-основатель Service Guru Антон Вдовиченков расскажет о возможностях и преимуществах платформы для мобильного обучения.
Institute of Design: Teaming Workshop By Chris BernardChris Bernard
This are slides for a Teaming Presentation and One Day workshop that I've taught at the Institute of Design on three occasions. I've included the slides in .PPT format which you may reference with proper accreditation. Note I've pulled some content and provided links to it to respect copyrights. Want me to conduct this workshop for you? Hire me! Email bernard@id.iit.edu for more information.
The document outlines Patrick Lencioni's model of the five dysfunctions of a team:
1. Absence of trust - when team members are unwilling to be vulnerable within the team and show their weaknesses.
2. Fear of conflict - when team members avoid constructive tension and avoid difficult conversations that could lead to better solutions.
3. Lack of commitment - when team members do not buy into and support decisions made by the group.
4. Avoidance of accountability - when the team avoids holding its members accountable for their performance and behaviors.
5. Inattention to results - when the team focuses on internal issues rather than goals and achievements that benefit the customer. The five dysfunctions
Endava Career Days Jan 2012 Five Dysfunctions of a TeamEndava
The document summarizes the five dysfunctions of a team according to Patrick Lencioni's model: (1) absence of trust, where team members are unwilling to be vulnerable within the group; (2) fear of conflict, where constructive ideological conflict is avoided; (3) lack of commitment, where team members do not buy into decisions and lack clarity around direction; (4) avoidance of accountability, where team members avoid calling out poor performance; and (5) inattention to results, where team members focus on personal goals over collective success. It provides explanations of each dysfunction and the role of the team leader in addressing them, as well as suggestions for overcoming the dysfunctions, such as using feedback surveys, setting clear
The document discusses The Five Dysfunctions of a Team model by Patrick Lencioni. It outlines the five dysfunctions that prevent teams from being effective: absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results. It encourages assessing teams using various methods to identify strengths and areas for improvement in overcoming these dysfunctions, particularly building vulnerability-based trust.
The document summarizes Patrick Lencioni's model of the five dysfunctions of a team which are: absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results. It provides a brief description of each dysfunction and suggests using a questionnaire to help teams evaluate their susceptibility to these dysfunctions. It also includes a quote highlighting the importance of teamwork as a competitive advantage.
The document discusses the 5 dysfunctions of a team: absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results. Each dysfunction is defined by its symptoms and potential solution options are provided. The dysfunctions can prevent high performing teams if not addressed and their solutions aim to foster trust, encourage debate, gain clarity on goals, ensure accountability, and make goals team-centric rather than individual.
This was a talk given to the team at 5Q Communications in the Pecha Kucha format. It was given as part of a series of internal learning presentations. Enjoy!
The document discusses different human resources management situations that a manager may face, including employees struggling to work together, complaints about leadership, unfulfilled promises from peers, relationship issues with a supervisee, and disconnect between upper management and front-line staff. It then asks which type of support would be most helpful in dealing with these situations: a mentor, a peer to ask questions, or having someone with more experience directly address the problem. The document provides questions to consider when facing difficult situations at work.
The document discusses the five dysfunctions of a team which are lack of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results. It provides information on each dysfunction and potential remedies which include establishing a baseline assessment, building trust, managing conflict, and contacting a coach. The overall message is that dismantling these five dysfunctions can transform a group of individuals into a high-performing team.
This document discusses common traps in decision making including:
- The anchor trap where initial information received biases thoughts. To avoid this, consider multiple perspectives and develop your own opinion before consulting others.
- The status quo trap where biases protect existing decisions due to ego and fear of criticism. Question if the status quo is truly supported and consider all alternatives.
- The sunk cost trap where past investments bias current decisions due to unwillingness to admit mistakes. Seek outside advice from those not involved in prior decisions.
- The confirming evidence trap where people seek evidence supporting existing views. Avoid leading questions and get others to argue against your views.
- Framing traps where problem wording influences choices.
Top 10 Ways to Lead by Example - by Internet Marketing Virtual AssistantAndrea Kalli
Explore the Top 10 Ways to Lead by Example - by Internet Marketing Virtual Assistant, Andrea Kalli.
Visit www.virtualassist.net
Social Media Virtual Assistant
Content Marketing Virtual Assistant
Internet Marketing Service Specialist
The 5 dysfunctions of a team Management Presentationrajopadhye
The document discusses Patrick Lencioni's model of the five dysfunctions of a team: absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results. It provides details on how each dysfunction negatively impacts a team and strategies that teams can use to overcome each dysfunction, such as conducting personality assessments, assigning roles to "mine for conflict," setting deadlines, and establishing clear goals and performance standards. Overcoming these dysfunctions helps teams make better decisions, hold members accountable, and achieve results.
My presentation of P. Lencioni's book "Overcoming the 5 dysfunctions of a team", at the 34th Athens Agile meetup. The presentation includes the key points of the book, and in the addendum the Thomas-Kilmann model is explained.
Before deciding on a course of action, prudent managers evaluate the situation confronting them. Unfortunately, some managers are cautious to a fault – taking costly steps to defend against unlikely outcomes. Others are overconfident – underestimating the range of potential outcomes. And still, others are highly impressionable – allowing memorable events in the past to dictate their view of what might be possible now.
These are just three of the well-documented psychological traps that afflict most managers at some point, assert authors John S. Hammond, Ralph L. Keeney, and Howard Raiffa in their 1998 article. Still, more pitfalls distort reasoning ability or cater to our own biases. Examples of the latter include the tendencies to stick with the status quo, to look for evidence confirming one’s preferences, and to throw good money after bad because it’s hard to admit making a mistake.
Luckily, techniques exist to overcome each one of these problems. For instance, since the way a problem is posed can influence how you think about it, try to reframe the question in various ways and ask yourself how your thinking might change for each version. Even if we can’t eradicate the distortions ingrained in the way our minds work, we can build tests like this into our decision-making processes to improve the quality of the choices we make.
The way human brain works can sabotage the choices we make. But bad decisions can often be traced back to the point where the decisions were made. The key is how a problem is framed and how to develop the solution.
Find more at: https://www.dtechsystems.co/resources/
This document discusses the five dysfunctions of teams according to Patrick Lencioni's model: absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results. It describes how teams struggling with these dysfunctions operate less effectively compared to high-functioning teams that have established trust, engage in productive conflict, make decisions and commitments, hold each other accountable, and focus on achieving results together. The document provides guidance on how teams can overcome these dysfunctions, including the important role of leadership in modeling vulnerability, surfacing issues, and driving teams to focus on collective outcomes.
Presentation created by Andi Narvaez for COMM 107 - Oral Communication: Principles and Practice
University of Maryland
Source: Communication: A Social and Career Focus by Berko, Wolvin & Wolvin
From the outside looking in, Human Resources are truly dealing with a series of roadblocks internally that are keeping them from realizing the potential of their true impact. Be advised - Answers do exist: http://bit.ly/2kQHPRI
ДЕМОНСТРАЦИЯ ОБЛАЧНОЙ ПЛАТФОРМЫ ДЛЯ ОБУЧЕНИЯ СОТРУДНИКОВ С ПОМОЩЬЮ МОБИЛЬНЫХ ...HR&Trainings EXPO
Спикер: Антон Вдовиченко, ServiceGuru.
Описание: Со-основатель Service Guru Антон Вдовиченков расскажет о возможностях и преимуществах платформы для мобильного обучения.
14 октября, HR Workshop от FriendWork Recruiter, «Как оценить кандидата за ча...FriendWork Recruiter
14 октября, HR Workshop от FriendWork Recruiter, «Как оценить кандидата за час: технологии проведения эффективного интервью», Светлана Катаева (AVRIO Group Consulting). Подробности - http://friendwork.ru/articles
2 июня, Марафон рекрутеров, «Секреты тестирования знаний кандидата на собесед...FriendWork Recruiter
2 июня, Марафон рекрутеров, «Секреты тестирования знаний кандидата на собеседовании», Елена Дуюн (консультант по подбору и развитию персонала, бизнес-психолог)
- функциональные тесты как основной метод исследования
- процедура проведения функционального тестирования
- алгоритм составления функционального теста, простые шаги создания собственного оригинального инструмента
- примеры тестов, ключи и шпаргалки.
Елена Дуюн - консультант по подбору и развитию персонала, бизнес-психолог. Опыт работы в HR-сфере с 2005 года. Автор более 40 видеосеминаров и курсов по подбору персонала, управлению и личной эффективности. Более 400 проведенных тренингов и семинаров. Автор книги «Простые тайны», книга о процессе подбора персонала и его важных элементах.
Описание 2 кейсов автоматизации подбора и оценки персонала с помощью бесплатных сервисов и облачной системы автоматизации рекрутинга HRP.by
Cлайды презентации для Школы рекрутеров HRPR.by и Школы HR-директоров.
МИРОВЫЕ И РОССИЙСКИЕ ТРЕНДЫ В РЕКРУТМЕНТЕ. КАК ТЕХНОЛОГИИ ИЗМЕНЯТ СФЕРУHR&Trainings EXPO
Спикер: Евгения Дворская (Jungle Jobs and Juber)
Описание: Евгения расскажет о трендах в рекрутменте - о том, к чему уже пришел и куда развивается рекрутмент на развитых рынках, а также о перспективах российского рынка.
Презентация Натальи Макаевой, руководителя программы EMBА Бизнес-школы ИПМ, посвященное тематике менеджмента и личности руководителя.
Выступление в рамках проекта СМАРТ театр 27 июля 2015 года.
Мотивация персонала с применением метода грейдированияHRedu.ru
Метод оценки должностей (грейдирования) получает все большее распространение на российский предприятиях. Данный метод служит основанием для построения справедливой системы мотивации в Компании, а также для формулирования требований к должности и формирования у работников понимания своего продвижения по карьерной лестнице.
Сайт проекта: http://hredu.ru
Поддержать проект: http://hredu.ru/donate/
Страница проекта в Facebook: https://www.facebook.com/hreduru/
Страница проекта в LinkedIn: https://www.linkedin.com/company/hredu-ru
This document discusses the importance of team functioning for patient safety and identifies characteristics of dysfunctional healthcare teams, such as an absence of trust, fear of conflict, and avoidance of accountability. It provides examples of trust-building exercises and a feedback exercise that teams can use to improve dynamics and build attributes like trust, conflict management, and commitment to results. The overall message is that healthcare leaders and members must work to establish healthy, high-functioning teams through activities that enhance attributes like trust, feedback, and accountability.
The document summarizes the five dysfunctions of a team according to Patrick Lencioni's model. The five dysfunctions are: 1) absence of trust, where team members are unwilling to be vulnerable; 2) fear of conflict, which prevents productive ideological debate; 3) lack of commitment, when teams fail to make definitive decisions in a timely manner; 4) avoidance of accountability, when teams avoid holding each other accountable for performance; and 5) inattention to results, when teams focus on individual goals rather than collective outcomes.
1) Teams go through four stages of development: forming, storming, norming, and performing. Each stage builds on the previous one and prepares the team for high performance.
2) Key factors that contribute to high performing teams include clear goals, trust between members, embracing conflict, strong commitment, and focus on results.
3) Common dysfunctions that undermine team performance are an absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results.
Creating and enabling high performing teamsTami Flowers
This document provides information on creating and enabling high performing teams. It discusses the stages of team formation including forming, storming, norming and performing. It also covers topics like personality types, giving and receiving feedback, teamwork, conflict management and celebrating team accomplishments. The document uses exercises to demonstrate concepts like feedback, teamwork and conflict resolution. It provides recommendations for tools and resources on developing effective teams.
This document discusses the characteristics of high performing teams. It begins with quotes from business leaders about teamwork and defines peak performance as the ability to consistently achieve high performance. It then lists famous sports franchises known for teamwork and discusses key aspects of high performing teams like iconic players, constantly raising standards, and passion. The rest of the document outlines frameworks for analyzing team dynamics, types of teams, identifying a team's purpose, metrics for evaluation, and the five dysfunctions that can undermine team performance: absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results.
This document discusses building high-performance teams. It explains that teams are inherently dysfunctional because they are made up of imperfect humans. Building an effective team requires mastering behaviors that foster trust, overcome fear of conflict, drive commitment, encourage accountability, and focus on results. The leader's role is to demonstrate vulnerability, reduce fear of conflict, expect commitment, enhance accountability, and focus on collective results. Mastering these behaviors can help teams perform at their highest level.
Managing successful teams requires common objectives, commitment from all members, effective communication, confidence in one another, enjoyment of working together, good leadership, involvement from everyone, trust between members, understanding of roles, adherence to standards, and support for one another. Regular training, clear communication, addressing conflicts promptly, and assessing performance help teams continue functioning well together over time.
Team Building _ An abstract concept that represents a set of valuesDr. Kazi Golam Faruk
Team building is the process of establishing collaboration and trust among team members. It involves forming a team to accomplish shared goals, then progressing through stages of storming as challenges arise, norming as roles and processes are established, and ultimately high performance. Key aspects of team building include defining roles and objectives, managing conflicts constructively, and involving all members through activities that showcase cooperation and trust. The document provides guidance on team dynamics, successful team recipes, and interactive exercises to strengthen understanding and teamwork.
The document discusses strategies for sustaining team momentum and reducing conflicts within teams. It identifies seven common causes of conflict, including competition over scarce resources and communication failures. It also outlines the typical five stages of group development from forming to adjourning. Additionally, the document provides tips for conflict resolution, such as separating the problem from the people, actively listening, and electing the best solution. Team bonding activities and expectations are suggested to build cohesion. Overall, the strategies aim to manage inevitable conflicts in a constructive manner to maintain high functioning teams.
There are four stages of team building:
1. Forming - where the team defines roles and develops trust and communication
2. Storming - when team members realize the difficulty of the task and conflict arises
3. Norming - members accept roles, individuality of others, and start helping each other
4. Performing - the team works cohesively with understanding of strengths, processes, and ability to prevent/resolve conflicts
Successful teams have commitment to shared goals, defined roles, use of individual skills, effective systems, and awareness of group processes.
Creating trust in teams is key if you want to get them to a high performance state. This talk revolves around the 5 dysfunctions of a team model by Patrick Lencioni and in particular provide tools for you to help build and develop trust in your team.
Agile Influence: 8 Strategies to Empower You and Your Team - Joanna Plumpton,...Agile Montréal
Agile Influence: 8 Strategies to Empower You and Your Team
As part of an agile team, we are frequently in situations in which we hope to positively impact outcomes through our daily interactions. People skills are in demand but what are the tools? What can you do to influence and make your team great? Rather than logical argument, cognitive science shows the need to speak to subconscious motivators rather than our rational side. We present the strategies.
About Joanna Plumpton
I am on my continuous learning journey to develop as an Agile Coach. I have been involved professionally in application development for over 18 years, progressively fulfilling the roles of developer, team lead, development manager, business analyst, project & delivery manager, Agile Coach and Practice Manager in both Product Development and Consulting environments.
About Andy Nguyen
Andy is an agilist, coach, trainer, influencer and advocate, in constant struggle to challenge on the methodologies and the over-control of traditional management. Currently coaching new Scrum Masters and product owners and apply Agille methodologies across teams.
The document discusses the five dysfunctions of a team: absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results. Each dysfunction is defined and examples are provided of behaviors exhibited by teams that demonstrate the dysfunction and behaviors of high functioning teams that do not exhibit the dysfunction. The document aims to bring awareness to these dysfunctions in order to build stronger, more effective teams.
This document discusses how to manage teams to excel. It identifies several reasons why teams fail, such as lack of confidence, fear of conflict, lack of accountability, low commitment levels, and not focusing on results. It then provides strategies for overcoming each of these challenges, such as building confidence through vulnerability, promoting productive conflict over destructive fighting, establishing accountability through peer reviews and recognition, gaining clear goals and buy-in, fostering interdependence, and rewarding actions that promote results. The key is for the team leader to set the tone that the team is results-driven while also recognizing human faults.
Building an effective team isn't as simple as waving a magic wand, but it is also not an overly difficult process. Understanding the strengths and weaknesses of individuals, the role each person plays in a team environment and how they complement each other are all contributing factors.
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12. Lessons from…
Clipper Round the World Race
Individual corporate job
vs. team-oriented startup
The Five Dysfunctions of a Team,
Patrick Lencioni
21. Trust in Team Context
(aka Psychological Safety)
Absence of trust
Conceal weaknesses & mistakes
Don’t ask for help
Don’t provide feedback
Stay inside comfort zone
Jump to conclusions about others
Hold grudges
Dread meetings & conversations
Trusting teams
Admit weaknesses & mistakes
Ask for help
Take risks in offering feedback
Accept questions about their areas of
responsibility
Give benefit of doubt
Offer and accept apologies
Focus on important issues, not politics
Five Dysfunctions of a Team, Lencioni
22. Overcoming Trust Issues
Build empathy - get to know one another
Listening > speaking
Give benefit of the doubt
e.g asking “what happened?”
Personality profiles
360 degree feedback
for personal development, not $$$
28. Consequences
- 8 points if unfixable
Penalty points reduced if fixable
1 week just to re-assemble it
14 days to sew
Sailmakers spent
20 days below deck
29. Healthy Conflict in a Team Context
Fear of conflict
Boring meetings & conversations
Back-channel politics thrive
Ignore controversial topics
Don’t get input from team
Waste time posturing
Communicating through conflict
Lively & interesting conversations
Minimize politics
Put critical topics on the table
Extract ideas of all team members
Solve real problems quickly
Five Dysfunctions of a Team, Lencioni
30. Overcoming Fear of Conflict
Tie any criticisms directly to business objectives
Ask someone to play devil’s advocate
Ask “what else?”
Praise and encourage healthy conflict
“It’s good that we’re talking about this”
“I’m glad you brought that up”
37. Commitment Issues
Team that fails to commit
Creates ambiguity on team about
decisions/commitments
Watches windows close on
opportunities
Lacks confidence
Revisits discussions & decisions
again and again
Encourages second-guessing
Team that commits
Creates clarity around direction and priorities
Aligns entire team around common objectives
Develops ability to learn from mistakes
Takes advantage of opportunities before
competitors do
Moves forward without hesitation
Changes direction without hesitation
Five Dysfunctions of a Team, Lencioni
38. Ascertain if clarity or buy-in issue?
Go back to conflict/discussion
Make sure you’re messaging the plan
Explain or get the ‘whys’ of the plan
Set deadlines for decisions
Go over ‘worst case scenarios’/
take control of catastrophizing
Go over contingency plans
Dealing With Commitment Issues
42. Peer Pressure vs.
Performance Review
2-watch system created accountability
system and feedback loop
Posted standards onboard
Team consequences for individual
behavior
Late on deck? Extra early wake up
call
Started with the lead? Better work to
keep it!
43. Accountability in a Team Context
Team that avoids accountability
Creates resentment
Encourages mediocrity
Misses deadlines and deliverables
Team leaders only disciplinarians
Team that holds one another accountable
Poor performers feel peer pressure
Identifies potential problems quickly
Establishes respect among team
Avoids excessive bureaucracy
Five Dysfunctions of a Team, Lencioni
44. Have published goals and
standards
Clarify areas of ambiguity
Make rewards TEAM based
Improving
Accountability We have to let you go
due to a lack of
sails…
50. Attention to Results/ Desire to Win
Team not focused on results
Loses top performers
Stagnates
Rarely defeats competitors
Team members to focus on
careers and individual goals
Is easily distracted
Team focused on collective results
Retains achievers
Enjoys success and suffers failure acutely
Minimizes individualistic behavior
Individuals subjugate own goals/interests for
the good of the team
Avoids distractions
Five Dysfunctions of a Team, Lencioni
51. Publicly declare what you
want to accomplish
Make rewards results based
No gold stars for effort
Driving Attention to Results
Conflict is taboo at work; important when business objectives, issues and goals being discussed.
Our taboo was around winning & how to go about doing it.
Function of clarity and buy in
Ultimate measure of a team: are you paying attention to the team’s results, or are you paying more attention to yourself?
Worried about whether I’d be selfish
Indicator: are people willing to subjugate their own interests for the good of the team.
When individual metrics, you aren’t as generous – you want that piece of pie for yourself. Don’t help your colleague because their failure will make you look better.
Ollie and I were main drivers but had to do other tasks – I hate grinding, wore out my arms. Ollie is cleaning up there, not his strongest skill.
You had to do everything if you wanted your team to win: cook, clean, hard manual labor.
Something I really enjoyed was I came in pretty self-centered: want to drive, learn something new, maybe win; by a couple of days in, all that mattered was the team winning – if we don’t win, I’m going to lose my mind. My day was made or broken by where we were in the race. If scrubbing the toilets is what it takes to win, I’m going to scrub the heck out of these toilets to reach our ultimate team goal.
Fortunately for us, and this talk – we won. And we set the pacific crossing record
It also takes another kind of courage – a lesser known, early definition of courage is:
“To speak one’s mind by telling all one’s heart.”
So if I leave you with one thing out of all of this, its;have the courage to open, authentic and vulnerable with people;
And be compassionate with people who are vulnerable with you, and your personal and team dynamics will flow positively from there.