A Lean Based Team Training Presentation With Team Exercise.

1. Coming together is a beginning
Keeping together is Progress
Working together is SUCCESS
1
The Advanced Production Improvement Process
Vandeveer, 2011

2. •Team Training Background
•Ice Breaker – Introductions
•Training Session Contract
•Why Teams?
•Team Building Exercise
•Team Characteristics
•Summary / Questions

3. Advanced Production Improvement Process
Waste Elimination Tool Box
Quick Changeover
Standardized Work Batch Reduction Teams
Quality at Source
5S SystemVisual Plant Layout
POUS
Cellular/FlowPull/Kanban TPM
Continuous Improvement
Value
Stream
Mapping
Green = All Plants Have Knowledge
Yellow = Next Tool
White = Future Tools
3Vandeveer, 2011

4. Introductions / Ice Breaker
4Vandeveer, 2011

5.  What Do You Want To Make Sure We Cover In This
Session?
 What Are Your Expectations Of This Team Training
Session?
 Jot Down Your Expectations or Questions On A Blank Card
 Please Print
 Turn Card Face Down When Completed
Winning Teams Training Contract
5Vandeveer, 2011

6. Kinds of Wastes That We Can Reduce
or Eliminate

7. Types of Teams
•The Entire Corporation
•A Division
•Management Staff At A Division
•A Department At Corporate or At A Division
•Supplier – Division – Dealer – Consumer
• Can You Name Some Others?
7Vandeveer, 2011

8. Lost At Sea

9. The Situation:
• The People In This Room Has Chartered A Yacht Manned With By A
“Skipper” And A Two Person Crew.
• You Are In the South Pacific When A Fire Breaks Out.
•The Yacht And Most Of The Contents Are Destroyed.
•The Yacht Is Slowing Sinking.
•The “Skipper” And Crew Perish In Their Attempts To Put Out The Fire
• Your Best Guess Is That You Are 1000 miles Southwest Of The Nearest
Land.

10. The Situation: Continued:
•Your Team Has Managed To Escape Unhurt Into A Rubber Life Raft
•Your Team Has Managed To Save The Following 15 Items.
1. A Sextant
2. A Fishing Kit
3. Shark Repellent
4. Some Mosquito Netting
5. A Large Bottle Of Rum
6. Maps Of The Pacific Ocean
7. A 5 Gallon Can Of Water
8. A Small Transistor Radio
9. A 5 Gallon Can Of 2 Cycle Oil/Gas Mixture
10. A Floating Seat Cushion
11. 15 Feet Of Nylon Rope
12. 2 Boxes Of Hershey’s Chocolate Bars.
13. A Case Of Army Rations
14. A Shaving Mirror
15. 20 Square Feet Of Opaque Plastic Sheeting
One Team Member Has Pack of Cigarettes, 2 Books of Matches, & 5 One Dollar
Bills.

11. The Task: Part 1:
Your Chances Of Survival Will Depend Upon Your
Ability To Rank The 15 Items In The Order Of
Importance.
On The Worksheet, Working Alone.
Rank The Importance Of The Items.
Example: If You Think The Transistor Radio Is #1 Mark
1 Next To It. Mark 2 For The Next Important Item And
So On....
You Have 5 Minutes.....
Go!

12. Rank In Importance 1 Through 15
A Sextant ___
A Fishing Kit ___
Shark Repellent ___
Some Mosquito Netting ___
A Large Bottle Of Rum ___
Maps Of The Pacific Ocean ___
A 5 Gallon Can Of Water ___
A Small Transistor Radio ___
A 5 Gallon Can Of 2 Cycle Oil/Gas Mixture ___
A Floating Seat Cushion ____
15 Feet Of Nylon Rope ____
2 Boxes Of Hershey’s Chocolate Bars ___
A Case Of Army Rations ___
A Shaving Mirror ___
20 Square Feet Of Opaque Plastic Sheeting ____

13. The Task: Part 2
Now Working As A Team Work Together - Rank
The Importance Of The Items.
Example: If Your Team Thinks The Transistor Radio Is
#1 Mark 1 Next To It. Mark 2 For The Next Important
Item And So On...
You Have 10 Minutes.....
Go
(

14. Coastguard Expert Analysis:
•The Basic Supplies Needed When People Are Stranded In Mid-
Ocean Are Articles To Attract Attention & Aid For Survival Until
Recue Help Arrives.
• Articles For Navigation Are Of Little Importance. Even If The
Life Raft Made It To Land It Would Be Impossible To Store
Enough Food and Water To Survive For That Amount Of Time.
•Most Rescues Occur Within The First 36 Hours.

15. ITEM COASTGUARD
RANK ING
REASONING
Sextant 15 Useless Without Relevant
Tables & A Chronometer
Fishing Kit 7 No Guarantee You Will
Catch Any Fish
Shark Repellent 10 Only Works If There Are
Sharks Around (Duh!)
Mosquito Netting 14 There Are No Mosquitoes In
The Middle Of The Ocean!
Bottle Of Rum 11 Could Be Used As An
Antiseptic For An Injury.
Will Dehydrate If You Drink.
Ocean Maps 13 Worthless Without
Navigation Equipment
5 Gallons Of
Water
3 Vital To Restore Fluids
Small Transistor
Radio
12 Your Out Of Range Of Any
Radio Station

16. ITEM COASTGUARD
RANK ING
REASONING
5 Gallons Of 2
Cycle Fuel Mix
2 Critical For Signaling.
Mixture Floats On Water Can
Be Lighted With The
Matches.
Floating Seat
Cushion
9 Useful As A Life Preserver If
Someone Falls Out The Raft
15 Feet Of Rope 8 Could Be Used To Lash
People Or Gear Together
During A Storm
Hershey Bars 6 Your Reserve Food Supply
Army Rations 4 Your Basic Food Supply
Shaving Mirror 1 Critical For Signaling.
20 Sq. Ft. Plastic 5 Can Be Used To Collect Rain
Water. Shelter From Sun,
Wind, Waves, etc.

17. Let’s Do Some Math And See If You Would Have Survived
Individually And If Your Team Made It.
USCG: Skyline

18. My Ranking Items Team Ranking
Sextant (15)
Fishing Kit (7)
Shark Repellent (10)
Mosquito Netting (14)
Bottle of Rum (11)
Maps of Pacific Ocean (13)
5 Gallon Can Of Water (3)
Transistor Radio (12)
5 Gallons Of Gas Mix (2)
Floating Seat Cushion (9)
15 Feet Of Nylon Rope (8)
Hershey Chocolate Bars (6)
Case of Army Rations (4)
Shaving Mirror (1)
20 Sq. Ft. Opaque Plastic (5)
Score _____ Score _____
Mark The Number
Of Points That Your
Score Differs From
The Coastguard
Ranking. Disregard
The Plus Or Minus.
Just Mark The #
Difference.
Then Total The
Differences As The
Score. The Lower The
Total The Better The
Score

19. My Ranking Items Team Ranking
5 Sextant (15) 5
4 Fishing Kit (7) 4
Shark Repellent (10)
Mosquito Netting (14)
Bottle of Rum (11)
Maps of Pacific Ocean (13)
5 Gallon Can Of Water (3)
Transistor Radio (12)
5 Gallons Of Gas Mix (2)
Floating Seat Cushion (9)
15 Feet Of Nylon Rope (8)
Hershey Chocolate Bars (6)
Case of Army Rations (4)
Shaving Mirror (1)
20 Sq. Ft. Opaque Plastic (5)
Score _____ Score _____
Here’s
An Example:
If You Ranked The
Sextant As A 10;
The Difference
Would Be Marked
As 5.
If You Ranked The
Fishing Kit As A 11;
The Difference
Would Be Marked
As 4.

20. 0 – 25: Excellent. You Demonstrated Great Skills. Rescued !
26-32: Above Average Results. Ok Skills. Rescued !
33-45: Average: Seasick, Hungry, Tired...But Rescued !
Your New Nickname Is “Gillian”!
46-55: Fair: Dehydrated & Barely Alive. It Was Tough, But Rescued.
56-70: Poor: A Few Of You Barely Made It & Will Need Hospital
Care...Some Didn’t Make It. Partial Rescue.
71-112: Not: Your Are History... Welcome To Davey Jones Locker !

21. Lost At Sea............
What Are The Take Aways?

22. Lost At Sea?
Not Our Team!

23. • Generate list. . .
What are Americans like?
23Vandeveer, 2011

24. • Competitive
• Individualistic
• Get it done attitude
• Direct
• Informal
• Questioners
• Dislike Silence
• Value punctuality and cleanliness
What are Americans like?
Are
these good
teambuilding
qualities?
24Vandeveer, 2011

25. • “An effective team is made up of capable and
interested people, in small freely
communicating groups, influenced by a
strong, results-oriented leader committed to
clear and attainable goals and highly active in
working with team members to solve any
problem standing in the way of goal
achievement.”
Team: The Essential Ingredients
25Vandeveer, 2011

26. • Exist to achieve a shared goal
Characteristics of Teams
26Vandeveer, 2011

27. • Exist to achieve a shared goal
• Members are interdependent regarding
accomplishing that goal
Characteristics of Teams
27Vandeveer, 2011

28. • Exist to achieve a shared goal
• Members are interdependent regarding
accomplishing that goal
• Are bounded and remain relatively
stable over time
Characteristics of Teams
28Vandeveer, 2011

29. • Exist to achieve a shared goal
• Members are interdependent regarding
accomplishing that goal
• Are bounded and remain relatively stable over time
• Members have the authority to manage
their own work and internal processes
Characteristics of Teams
29Vandeveer, 2011

30. • Exist to achieve a shared goal
• Members are interdependent regarding
accomplishing that goal
• Are bounded and remain relatively stable over time
• Members have the authority to manage their own
work and internal processes
• Operate in a larger social system context
Characteristics of Teams
30Vandeveer, 2011

31. • A team is a group of people who are
interdependent with respect to
information, resources, and skills and
who seek to combine their efforts to
achieve a common goal.
What is a TEAM?
31Vandeveer, 2011

32. Synergy of Teams
“ An exciting potential is born
whenever two or more people come
together. Synergy, where the whole is
greater than the sum of the parts is
most effective when the differences
between people are valued. The
strengths of the individuals must be
built upon and their weaknesses
compensated for. In the fertile soil of
synergy, new alternatives are born.
-The 7 Habits of Highly Effective People
32Vandeveer, 2011

34. •Synergy Means..... “Working Together”

35. •Synergy Means..... “Working Together”
•Synergy Means...... “A Combined Action
Or Operation”

36. •Synergy Means..... “Working Together”
•Synergy Means...... “ A Combined Action Or Operation”
•Synergy Means....“The Whole is Greater
than the Sum of The Individual Part”

37. •Synergy Means..... “Working Together”
•Synergy Means...... “A Combined Action Or Operation”
•Synergy Means.... “The Whole is Greater than the Sum of The
Individual Part”
•Synergy Is Most Effective When The
Differences Between People Are Valued

38. •Synergy Means..... “Working Together”
•Synergy Means...... “A Combined Action Or Operation”
•Synergy Means.... “The Whole is Greater than the Sum of The
Individual Part”
•Synergy Is Most Effective When The Differences Between
People Are Valued
•Synergy Is Built Using The Strengths Of
The Individuals.

39. Team Expectations
39Vandeveer, 2011

40. Team Expectations
•Cross-trained, Multi Skilled Associates That Can Do
Many Tasks.
40Vandeveer, 2011

41. Team Expectations
•Cross-trained, Multi Skilled Associates That Can Do Many Tasks.
•Team Members Work Together To Build Products or
Provide A Service.
41Vandeveer, 2011

42. Team Expectations
•Cross-trained, Multi Skilled Associates That Can Do Many Tasks.
•Team Members Work Together To Build Products or Provide A
Service.
•Collectively Help Make Decisions.
42Vandeveer, 2011

43. Team Expectations
•Cross-trained, Multi Skilled Associates That Can Do Many Tasks.
•Team Members Work Together To Build Products or Provide A
Service.
•Collectively Help Make Decisions.
•Can Be A Group Of Associates That Come Together
For A Specific Purpose (IE: Solve A Tough Problem)
43Vandeveer, 2011

44. Team Expectations
•Cross-trained, Multi Skilled Associates That Can Do Many Tasks.
•Team Members Work Together To Build Products or Provide A
Service.
•Collectively Help Make Decisions.
•Can Be A Group Of Associates That Come Together For A
Specific
Purpose (IE: Solve A Tough Problem)
•Have A Goal That Is Achievable & Measurable
44Vandeveer, 2011

45. Team Expectations
•Cross-trained, Multi Skilled Associates That Can Do Many Tasks.
•Team Members Work Together To Build Products or Provide A
Service.
•Collectively Help Make Decisions.
•Can Be A Group Of Associates That Come Together For A
Specific
Purpose (IE: Solve A Tough Problem)
•Have A Goal That Is Achievable & Measurable
•The End Result Should Meet Or Exceed Stake Holder
Expectations, Add Value, And Enhance Continual
Improvement.
45Vandeveer, 2011

46. What Are Some Of The Frustrations You
Can Expect With Teams?
46Vandeveer, 2011

47. • It requires trust and great “people skills.”
Frustrating Aspects of Teamwork
47Vandeveer, 2011

48. • It requires trust and great “people skills.”
• Developing and sustaining high motivation
Frustrating Aspects of Teamwork
48Vandeveer, 2011

49. • It requires trust and great “people skills.”
• Developing and sustaining high motivation
• Managing conflict productively
Frustrating Aspects of Teamwork
49Vandeveer, 2011

50. • It requires trust and great “people skills.”
• Developing and sustaining high motivation
• Managing conflict productively
• Providing leadership and direction
Frustrating Aspects of Teamwork
50Vandeveer, 2011

51. • It requires trust and great “people skills.”
• Developing and sustaining high motivation
• Managing conflict productively
• Providing leadership and direction
• Fostering creativity and innovation
Frustrating Aspects of Teamwork
51Vandeveer, 2011

52. • It requires trust and great “people skills.”
• Developing and sustaining high motivation
• Managing conflict productively
• Providing leadership and direction
• Fostering creativity and innovation
• Minimizing confusion and coordination
problems.
Frustrating Aspects of Teamwork
52Vandeveer, 2011

53. Standard Team Ground Rules
53Vandeveer, 2011

54. • Use teams of about 10 members
Standard Team Ground Rules
54Vandeveer, 2011

55. • Use teams of about 10 members
• Use an agenda to give clear sense of where
they are going
Standard Team Ground Rules
55Vandeveer, 2011

56. • Use teams of about 10 members
• Use an agenda to give clear sense of where they are
going
• Start on time and stop on time
Standard Team Ground Rules
56Vandeveer, 2011

57. • Use teams of about 10 members
• Use an agenda to give clear sense of where they are going
• Start on time and stop on time
• Pick a good meeting area, few distractions,
Standard Team Ground Rules
57Vandeveer, 2011

58. • Use teams of about 10 members
• Use an agenda to give clear sense of where they are
going
• Start on time and stop on time
• Pick a good meeting area, few distractions,
• Train the team members together.
Standard Team Ground Rules
58Vandeveer, 2011

59. • Use teams of about 10 members
• Use an agenda to give clear sense of where they are
going
• Start on time and stop on time
• Pick a good meeting area, few distractions,
• Train the team members together.
• Get everyone involved
Standard Team Ground Rules
59Vandeveer, 2011

60. • Use teams of about 10 members
• Use an agenda to give clear sense of where they are
going
• Start on time and stop on time
• Pick a good meeting area, few distractions,
• Train the team members together.
• Get everyone involved
• Practice
Standard Team Ground Rules
60Vandeveer, 2011

61. • Use teams of about 10 members
• Use an agenda to give clear sense of where they are
going
• Start on time and stop on time
• Pick a good meeting area, few distractions,
• Train the team members together.
• Get everyone involved
• Practice
• Minimize links in the communication chain
Standard Team Ground Rules
61Vandeveer, 2011

62. • Use teams of about 10 members
• Use an agenda to give clear sense of where they are
going
• Start on time and stop on time
• Pick a good meeting area, few distractions,
• Train the team members together.
• Get everyone involved
• Practice
• Minimize links in the communication chain
• Set clear performance standards
Standard Team Ground Rules
62Vandeveer, 2011

63. The value of team is now known. The
following are some benefits that can result
from the introduction of work teams.
The Value of Teams
63Vandeveer, 2011

64. • The value of team is now known. The
following are some benefits that can result
from the introduction of work teams.
–Increased employee motivation
The Value of Teams
64Vandeveer, 2011

65. • The value of team is now known. The
following are some benefits that can result
from the introduction of work teams.
– Increased employee motivation
–Higher level of productivity
The Value of Teams
65Vandeveer, 2011

66. • The value of team is now known. The
following are some benefits that can result
from the introduction of work teams.
– Increased employee motivation
– Higher level of productivity
–Increased employee satisfaction
The Value of Teams
66Vandeveer, 2011

67. • The value of team is now known. The
following are some benefits that can result
from the introduction of work teams.
– Increased employee motivation
– Higher level of productivity
– Increased employee satisfaction
–Common commitment to goals
The Value of Teams
67Vandeveer, 2011

68. • The value of team is now known. The
following are some benefits that can result
from the introduction of work teams.
– Increased employee motivation
– Higher level of productivity
– Increased employee satisfaction
– Common commitment to goals
–Improved decision making
The Value of Teams
68Vandeveer, 2011

69. • The value of team is now known. The following
are some benefits that can result from the
introduction of work teams.
– Increased employee motivation
– Higher level of productivity
– Increased employee satisfaction
– Common commitment to goals
– Improved decision making
– Improved communication
–Expanded job skills
The Value of Teams
69Vandeveer, 2011

70. • The value of team is now known. The following
are some benefits that can result from the
introduction of work teams.
– Increased employee motivation
– Higher level of productivity
– Increased employee satisfaction
– Common commitment to goals
– Improved decision making
– Improved communication
– Expended job skills
–Organizational flexibility
The Value of Teams
70Vandeveer, 2011

71. The 4 Stages Teams Go Through
High
Low
Team
Cooperation
Negative Neutral Positive
Synergy
Storming
Forming
Norming
Performing
71Vandeveer, 2011

72. • Every team goes through good times and
bad times
• Duration of high and low varies
• Cycles are normal.
Vandeveer, 2011 72

73. Team Member Roles
Coach/Facilitator
73Vandeveer, 2011

74. Team Member Roles
Coach/Facilitator
• Provide Guidance, Direction, and
Training For The Team
74Vandeveer, 2011

75. Team Member Roles
Coach/Facilitator
• Provide Guidance, Direction, and
Training For The Team
• Attends meetings – is neither
a leader nor a member
75Vandeveer, 2011

76. Team Member Roles
Coach/Facilitator
• Provide Guidance, Direction, and
Training For The Team
• Attends meetings – is neither a leader nor
a member
• Focuses on the team process
76Vandeveer, 2011

77. Team Member Roles
Coach/Facilitator
• Provide Guidance, Direction, and
Training For The Team
• Attends meetings – is neither a leader nor
a member
• Focuses on the team process
• Helps team leader plan
meetings
77Vandeveer, 2011

78. Team Member Roles
Coach/Facilitator
• Provide Guidance, Direction, and
Training For The Team
• Attends meetings – is neither a leader nor
a member
• Focuses on the team process
• Helps team leader plan meetings
• Teaches team techniques to
members
78Vandeveer, 2011

79. Team Member Roles
Coach/Facilitator
• Provide Guidance, Direction, and
Training For The Team
• Attends meetings – is neither a leader nor a
member
• Focuses on the team process
• Helps team leader plan meetings
• Teaches team techniques to members
• Such as.. data collection... to
help seek the root causes of a
problem before trying to solve it.
79Vandeveer, 2011

80. Team Member Roles
Members
Provide Ideas, Share Responsibility, &
80Vandeveer, 2011 (Do The Work)

81. Teams: Meetings That Work
81Vandeveer, 2011

82. Teams: Meetings That Work
•Have An Agenda
82Vandeveer, 2011

83. Teams: Meetings That Work
•Have An Agenda
•Pick A Good Meeting Room / Area
83Vandeveer, 2011

84. Teams: Meetings That Work
•Have An Agenda
•Pick A Good Meeting Room / Area
•Set A Start and Stop Time
84Vandeveer, 2011

85. Teams: Meetings That Work
•Have An Agenda
•Pick A Good Meeting Room / Area
•Set A Start and Stop Time
85Vandeveer, 2011
•Speak For Yourself While
Considering Other Team Members

86. Teams: Meetings That Work
•Have An Agenda
•Pick A Good Meeting Room / Area
•Set A Start and Stop Time
86Vandeveer, 2011
•Speak For Yourself While Considering Other
Team Members
•Separate The Idea From The Person

87. Teams: Meetings That Work
•Have An Agenda
•Pick A Good Meeting Room / Area
•Set A Start and Stop Time
87Vandeveer, 2011
•Speak For Yourself While Considering Other
Team Members
•Separate The Idea From The Person
•Don’t Ignore Others’ Contributions

88. Teams: Meetings That Work -Continued
•Balance participation - All Members
Participate
88Vandeveer, 2011

89. Teams: Meetings That Work -Continued
•Balance participation - All Members Participate
•View Differences/Conflict As Helpful
But Be Respectful
89Vandeveer, 2011

90. Teams: Meetings That Work -Continued
•Balance participation - All Members Participate
•View Differences/Conflict As Helpful
But Be Respectful
•Strive For A Consensus
90Vandeveer, 2011

91. Teams: Meetings That Work -Continued
•Balance participation - All Members Participate
•View Differences/Conflict As Helpful
But Be Respectful
•Strive For A Consensus
•Set Priorities At End Of Meeting:
“What’s Next”
•Or “Who Does What By When”
91Vandeveer, 2011

92. Teams: Meetings That Work -Continued
•Balance participation - All Members Participate
•View Differences/Conflict As Helpful
But Be Respectful
•Strive For A Consensus
•Set Priorities At End Of Meeting: “What’s Next”
Or “Who Does What By When”
•Close – Summarize- Debrief
92Vandeveer, 2011

93. Features Of High Performance Teams
93Vandeveer, 2011

94. Features Of High Performance Teams
–Clarity in team goals/objectives
94Vandeveer, 2011

95. Features Of High Performance Teams
– Clarity in team goals/objectives
–Have a shared plan for
improvement (Implementation
of lean process improvement)
95Vandeveer, 2011

96. Features Of High Performance Teams
– Clarity in team goals/objectives
– Have a shared plan for improvement
(Implementation of lean process
improvement)
–Commitment to common
purpose
96Vandeveer, 2011

97. Features Of High Performance Teams
– Clarity in team goals/objectives
– Have a shared plan for improvement
(Implementation of lean process
improvement)
– Commitment to common purpose
–Clearly defined roles;
Leadership and structure
97Vandeveer, 2011

98. Features Of High Performance Teams
– Clarity in team goals/objectives
– Have a shared plan for improvement
(Implementation of lean process improvement)
– Commitment to common purpose
– Clearly defined roles; Leadership and structure
– Clear communication – publish minute
–Training to meet the knowledge
and skill needs
98Vandeveer, 2011

99. Features Of High Performance Teams
– Clarity in team goals/objectives
– Have a shared plan for improvement
(Implementation of lean process improvement)
– Commitment to common purpose
– Clearly defined roles; Leadership and structure
– Clear communication – publish minute
– Training to meet the knowledge and skill needs
–Well defined decision procedures
99Vandeveer, 2011

100. Features Of High Performance Teams
– Clarity in team goals/objectives
– Have a shared plan for improvement
(Implementation of lean process improvement)
– Commitment to common purpose
– Clearly defined roles; Leadership and structure
– Clear communication – publish minute
– Training to meet the knowledge and skill needs
– Well defined decision procedures
–Appropriate evaluation and
reward systems
100Vandeveer, 2011

101. Features Of High Performance Teams
– Clarity in team goals/objectives
– Have a shared plan for improvement
(Implementation of lean process improvement)
– Commitment to common purpose
– Clearly defined roles; Leadership and structure
– Clear communication – publish minute
– Training to meet the knowledge and skill needs
– Well defined decision procedures
– Appropriate evaluation and reward systems
–Awareness of the group process
101Vandeveer, 2011

102. Features Of High Performance Teams
– Clarity in team goals/objectives
– Have a shared plan for improvement
(Implementation of lean process improvement)
– Commitment to common purpose
– Clearly defined roles; Leadership and structure
– Clear communication – publish minute
– Training to meet the knowledge and skill needs
– Well defined decision procedures
– Appropriate evaluation and reward systems
– Awareness of the group process
–High mutual trust
102Vandeveer, 2011

103. Summary
 Expectation Cards / Training Contract Review
 Questions?
 Where do we go from here?
Everyone reads the book “ The Five Dysfunctions
Of A Team”. We reconvene and start some
teams to address problems.
103Vandeveer, 2011

104. The Five Dysfunctions of a Team
• Lack of trust
• Fear of conflict
• Lack of commitment
• Avoidance of
accountability
• Inattention to results
Vandeveer, 2011 104

105. “It’s Easy To Get Good Players.
Getting Them To Play Together; That’s The Hard Part!”
Casey Stengel: New York Yankee’s Manager:
1949 -1960
7 World Series Championships