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.
AS DIFFICULT as it is to build a cohesive team, it is not
complicated. In fact, keeping it simple is critical,
whether you run the executive staff at a multinational
company, a small department within a
larger organization, or even if you are merely a
member of a team that needs improvement. In that
spirit, this section is designed to provide a clear,
concise, and practical guide to using the Five Dysfunctions
Model to improve your team. Credits: Patrick Lencioni
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.
AS DIFFICULT as it is to build a cohesive team, it is not
complicated. In fact, keeping it simple is critical,
whether you run the executive staff at a multinational
company, a small department within a
larger organization, or even if you are merely a
member of a team that needs improvement. In that
spirit, this section is designed to provide a clear,
concise, and practical guide to using the Five Dysfunctions
Model to improve your team. Credits: Patrick Lencioni
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!
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.
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.
Within work, in order to complete your tasks, you have to depend upon many people whom you do not have direct authority over to supply you with information needed to complete your work on time, in budget and quality specifications.
Conflict is present in every workplace. In fact it is the single most preventable cause of lost revenue.
In this short paper we describes how employers of all sizes can mitigate the impact of conflict in the workplace, through specific proactive efforts designed to reduce the presence of conflict in the first place...positively impacting the bottom line.
Dr. Rick Goodman, the Team Building Expert, provides useful tips and tricks for Team Building for Human Resource Professionals. For more information go to www.rickgoodman.com or www.advantagecontinuingeducationseminars.com
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!
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.
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.
Within work, in order to complete your tasks, you have to depend upon many people whom you do not have direct authority over to supply you with information needed to complete your work on time, in budget and quality specifications.
Conflict is present in every workplace. In fact it is the single most preventable cause of lost revenue.
In this short paper we describes how employers of all sizes can mitigate the impact of conflict in the workplace, through specific proactive efforts designed to reduce the presence of conflict in the first place...positively impacting the bottom line.
Dr. Rick Goodman, the Team Building Expert, provides useful tips and tricks for Team Building for Human Resource Professionals. For more information go to www.rickgoodman.com or www.advantagecontinuingeducationseminars.com
Organizational structures, Conflicts and Negotiation in Project ManagementShikhaj Jakhete
A brief but exploratory content on types of organizational structures, conflict management and negotiation skills in Project Management.
It covers the following:
1. Significance of Organizational Structures in PM.
2. Types of Organizations - Functional, Project and Matrix.
3. Influence of Organizational structure on Projects.
4. Conflict and its Types.
5. Causes and Outcomes of Conflicts.
6. Conflict Management.
7. Negotiation - What is it?
8. Phases of Negotiation.
9. Negotiation Strategies.
10. Common Mistakes in Negotiations.
PHL 320 FINAL EXAM
Buy Solutions: http://hwsoloutions.com/downloads/phl-320-final-exam/
NOTE: questions not listed in order , meaning the first question in this guide might be number 12 in actual exam. most updated version (OCT 2015)
Who among the following individuals is most likely to exhibit event creativity?
An individual who establishes win-win relationships with other people
An individual who settles a disagreement quickly in an ingenious way
An individual who modifies the strategies of a group in a creative manner
An individual who organizes annual me
Chapter 10:
Managing Conflict
Introduction
Workplace conflicts are often not productive
Take time away from one’s job
Take time away from providing customer service
Strained emotion often lingers
Conflict can lead to innovation and creativity
Conflict must be managed – not ignored
Conflict Defined
An expressed struggle between at least two interdependent parties, who perceive incompatible goals, scarce rewards or resources or expectations that are not being met, and interference from the other party or parties in achieving their goals
Conflict vs. Difference of Opinion
Interdependent parties
Incompatible goals
Interference
If we perceive something, we will often act as if it is true
Managing Conflict
Dimensions of Conflict
History: experiences with the party or other conflicts
Source: can be the other person or something less personal
Perceptions: assumptions and prejudices often make us think something is true even if it is not
Emotions: controlling emotions in a positive manner can lead to positive conflict resolution
Behavior: good, controlled behavior can move us toward positive results
Effective vs. Dysfunctional Responses
Differentiation: “Parties raise the conflict issues and spend sufficient time and energy clarifying positions, pursuing the reasons behind those positions, and acknowledging their differences stage determines differences” (Stutman, 2009, p. 14)
Opportunities to develop understanding during this stage
Case Study: Zest Manufacturing Wars
A small group of managers met for their weekly meeting, and conflict arose
Two managers were at odds because both failed to ask for rationale and allowed their emotions to flare
A third manager facilitated a conversation to help both parties see how to resolve the conflict
Perception was key; both managers perceived that the other was questioning their ability to do their job
Have their been times when emotion influenced your perception of something? Did it help or hurt?
Conflict Within the Organization
Personality conflicts: arise out of differences in the collection of qualities that make people who they are but that also don’t meet our expectations
Role confusion: lack of clarity over expectations of our position or fulfilling our job duties
Intragroup conflict: conflict within a group
Intergroup conflict: conflict between two or more groups
Intraorganizational conflict: conflict within an organization
Critical Thinking Questions - Conflict
Why does conflict often escalate so quickly?
In today’s modern society, what other potential sources of conflict within organization can you think of?
Styles of Dealing with Conflict
Avoiding
Those who prefer avoidance recognize a conflict exists, but tend to want to withdraw from, ignore, or suppress it
Low concern for satisfying concerns of themselves or others
Can be useful when issues are trivial, there is no chance of satisfying your concerns, or disruption outweighs benefits of resolution
Competing
Individuals wh.
CHAPTER 16Handle Conflict, Negotiation, and Decision MakingDEstelaJeffery653
CHAPTER 16
Handle Conflict, Negotiation, and Decision Making
Don't neglect the power of “yes”
LEARNING OBJECTIVES
At the end of this chapter you will be able to:
· Understand what conflict is, why it is occurring and how to manage it.
· Describe methods for effective negotiations.
· List tools that will help you make more effective and less biased decisions.
WHAT'S INSIDE?
· Be a Critical Thinker: Dealing with Deception at the Bargaining Table
· Bringing OB to Life: Intuition and US Airway Flight 1549
· Checking Ethics in OB: Is a Two-Tiered Wage System Ever Justified?
· OB in the Office: What to Do When Face-to-Face Negotiations Are Not Possible: Tips for Negotiating via Email
· OB in the Office: Sooner or Later You'll Know How to Negotiate a Better Raise
· Research Insights: Analytical and Intuitive Decisions: When to Trust Your Gut
· Worth Considering or Best Avoided? Labor and Management Sides Disagree. Is a Strike the Answer?
You are at work and you hear your colleagues disagreeing with each other loudly. Their voices can be heard throughout the office, and you notice people popping their heads up to see what's going on. You are in charge of the team, and you know that your organization prides itself on having a collegial culture. What do you do?
For many people, the answer is clear: Conflict is bad—we need to get rid of it. Conflict makes people uncomfortable and harms our ability to work together, so managers need to step in and resolve differences. Is this always true? Couldn't it be that conflict can also play a positive role in the workplace?
In this chapter, we show that conflict can be good when it surfaces important issues that need to be discussed. The key to managing it is knowing how to determine what kind of conflict is occurring and then using it to generate better decisions. This requires developing skills in areas that are becoming increasingly important in today's workplace: conflict, negotiation, and decision making.
16.1 Manage Conflict
LEARNING OBJECTIVES
Understand what conflict is, why it occurs, and how we can manage it more effectively.
· Define what conflict is and why it occurs.
· Understand conflict management strategies.
· Guard against common conflict management pitfalls.
Why Do We Have Conflict?
Conflict occurs whenever disagreements exist in a social situation over issues of substance, or whenever emotional antagonisms create frictions between individuals or groups.1 Team leaders and members can spend considerable time dealing with conflicts. Sometimes they are direct participants, and other times they act as mediators or neutral third parties to help resolve conflicts between other people.2 Because conflict dynamics are inevitable in the workplace, we need to know how to handle them.3
Functional and Dysfunctional Conflict
Any type of conflict in teams and organizations can be upsetting both to the individuals directly involved and to others affected by its occurrence. As with the opening example, it can b ...
How Teams Work team based conflict management approachesMike Cardus
Three ways to handle project team conflict, and when each works best
Following good conflict-management procedures can have a highly positive effect on your project:
- You’ll be able to reduce the disruptive effects of interpersonal conflict, making members willing to participate on the team.
- At the same time, you’ll allow the task-related conflict that comes from productive differences of opinion – differences that can help you come up with better solutions.
Are unresolved conflicts affecting team functioning? Would you like to make conflict a source of growth for your team? Would like a road map to get there?
Managing team conflict effectively is the art of fostering trust, resolving conflicts as they arise and facilitating productive communication. Highly functioning teams can debate challenging topics, make tough decisions, and hold each other accountable for results.
Topic 1During the course of your employment you may have expemaryettamckinnel
Topic 1:
During the course of your employment you may have experienced working for both a male and female supervisor. Discuss from your personal point of view the advantages/disadvantages and like/dislike of working for each gender. Use real life experiences if applicable.
Topic 2:
Communication and Team Decision Making
Part 1: Sharpening the Team Mind: Communication and Collective Intelligence
A. What are some of the possible biases and points of error that may arise in team communication systems? In addition to those cited in the opening of Chapter 6, what are some other examples of how team communication problems can lead to disaster?
B. Revisit communication failure examples in Exhibit 6-1. Identify the possible causes of communication or decision-making failure in each example, and, drawing on the information presented in the chapter, discuss measures that might have prevented problems from arising within each team’s communication system.
Part 2: Team Decision-Making: Pitfalls and
Solution
s
A. What are the key symptoms of groupthink? What problems and shortcomings can arise in the decision-making process as a result of groupthink?
B. Do you think that individuals or groups are better decision-makers? Justify your choice. In what situations would individuals be more effective decision-makers than groups, and in what situations would groups be better than individuals?
Topic 3:
Part 1:
Conflict within Teams
Think of a conflict that occurred in a team you were a part of and analyze it. What were the main sources of the conflict? What interventions can be used to improve the quality of conflict a team?
Part 2:
Creativity in Teams
Evaluate yourself using the three indices of creativity. What strategies can you use to enhance your creativity?
Topic 4:
NETWORKING: A KEY TO SUCCESSFUL TEAMWORK
A. Consider the different teams presented in your reading assignment. How do the teams manage their team boundaries? What are the trade-offs between internal cohesion and external ties within each type of team? Support your discussion with at least two (2) external sources.
B. Consider the list of common roles for team members which of these roles do you think you play in your own team or group? Why?
Topic 5:
Leadership Paradox and Inter-team Relations
A.
What is the
leadership paradox
? Give some reasons why a leader can encounter difficulty in newly formed teams or groups using a participative management system.
Support your discussion with at least two (3) external sources.
B. Present a discussion of the strategies for encouraging participative management in the workforce, and how to implement each of these strategies. Support your discussion with at least two (3) external sources.
C. What serious biases or misassumptions do groups that are involved in inter-team conflict sometimes experience? How do these biases and prejudices affect the ability of teams to accomplish their goals? ...
Managing team and organizational conflictMasum Hussain
In our culture, we reflexively tend to think of the term “conflict” in the negative. When we discuss conflict in the business world, we speak of it (often unwittingly) as a diminishing force on productivity, an ill that only compounds the difficulties of a job, and an element that needs expunging if companies are to achieve their goals. Normally seen as the byproduct of a “squeaky wheel” rather than a natural derivative of business itself, conflict is a force that causes short-term anxieties, and many view “fixing” ongoing conflict as synonymous with “eliminating” it.It is commonplace for organizations today to work in teams. Whether they be leader-driven teams or self-directed teams; the hope is that productivity, creativity, and results will be greater in a team environment. While this is a proven approach, any time you bring together people from differing backgrounds and experiences, it is inevitable that conflict will occur.
Every organization encounters conflicts on a daily basis. The conflicts cannot be avoided, but it is possible to manage them in a way that we recognize them on time. It is necessary to continuously track the organizational signals which point to their existence. If we do not react duly, this can lead to the situation that the conflict itself manages the organization. One of the more important determinants of productivity, efficiency and performance, and finally job contentment is also the conflict as an independent variable of organizational behavior. By systematic research of organizational behavior we want to make a positive influence on dependent variables, but first we have to understand and get a good insight into individual elements of organizational behavior. By this paper we want to brighten the meaning of conflict on the organization, the conflict process and possible conflict management styles. We will show the relationship between the level of conflict and the impact on the organizational performance.
Make Your Team More Productive Using Their Perspective!Nicole Payne
Teams are more than just a collection of individuals. For teams to be productive, they need to agree upon the values and principles that guide their work. Learn more about Life Orientations® (LIFO).
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
5. The 5 Dysfunctions of a Team Absence of TRUST Fear of CONFLICT Lack of COMMITMENT Avoidance of ACCOUNTABILITY Inattention to RESULTS Stems from unwillingness to be vulnerable; open with strengths & weaknesses No unfiltered debate without trust; instead veiled discussions Without open discussion on opinions, there is no buy-in No commitment to plan of action yields hesitation to call peers on actions & behaviors Team members put their individual needs (ego, career, recognition) above collective goals By Patrick Lencioni Author and Consultant
6.
7.
8. Establish Root Cause: The “Ask Why” Technique Identifying and analyzing the most likely causes of the problem will allow you to get to the root of the problem. Why? Why? Why? Why? Why?
Think of it as being on a fact finding mission. Exercise Provide a preselected classroom exercise Question 1: Why did the patient get the incorrect medicine? Answer 1: Because the prescription was wrong. Question 2: Why was the prescription wrong? Answer 2: Because the doctor made the wrong decision. Question 3: Why did the doctor make the wrong decision? Answer 3: Because he did not have complete information in the patient’s chart. Question 4: Why wasn’t the patient’s chart complete? Answer 4: Because the doctor’s assistant had not entered the latest laboratory report. Question 5: Why hadn’t the doctor’s assistant charted the latest laboratory report? Answer 5: Because the lab technician telephoned the results to the receptionist, who forgot to tell the assistant. Solution: Develop a system for tracking lab reports. Provide a blank to 5 why template to be utilized for the 5 why’s exercise Using your problem – ask 5 why’s and write down your response. Concept : Think about an inquisitive child, and how they ask the Why’s about everything around them. Examples: Think about a person arriving late to work? Continue to ask they why’s until you get to the root cause A person receiving an award. Why did they get the award? Note: Validate that the class understands the concept. Root Cause Analysis Tracing a Problem to Its Origins In medicine, it's easy to understand the difference between treating symptoms and curing a medical condition. Sure, when you're in pain because you've broken your wrist, you WANT to have your symptoms treated – now! However, taking painkillers won't heal your wrist, and true healing is needed before the symptoms can disappear for good. But when you have a problem at work, how do you approach it? Do you jump in and start treating the symptoms? Or do you stop to consider whether there's actually a deeper problem that needs your attention? If you only fix the symptoms – what you see on the surface – the problem will almost certainly happen again. which will lead you to fix it, again, and again, and again. If, instead, you look deeper to figure out why the problem is occurring, you can fix the underlying systems and processes that cause the problem. Root Cause Analysis (RCA) is a popular and often-used technique that helps people answer the question of why the problem occurred in the first place. Root Cause Analysis seeks to identify the origin of a problem. It uses a specific set of steps, with associated tools, to find the primary cause of the problem, so that you can: Determine what happened. Determine why it happened. Figure out what to do to reduce the likelihood that it will happen again. RCA assumes that systems and events are interrelated. An action in one area triggers an action in another, and another, and so on. By tracing back these actions, you can discover where the problem started and how it grew into the symptom you're now facing. You'll usually find three basic types of causes: Physical causes - Tangible, material items failed in some way (for example, a car's brakes stopped working). Human causes - People did something wrong. or did not doing something that was needed. Human causes typically lead to physical causes (for example, no one filled the brake fluid, which led to the brakes failing). Organizational causes - A system, process, or policy that people use to make decisions or do their work is faulty (for example, no one person was responsible for vehicle maintenance, and everyone assumed someone else had filled the brake fluid). Root Cause Analysis looks at all three types of causes. It involves investigating the patterns of negative effects, finding hidden flaws in the system, and discovering specific actions that contributed to the problem. This often means that RCA reveals more than one root cause. You can apply Root Cause Analysis to almost any situation. Determining how far to go in your investigation requires good judgment and common sense. Theoretically, you could continue to trace root causes back to the Stone Age, but the effort would serve no useful purpose. Be careful to understand when you've found a significant cause that can, in fact, be changed. The Root Cause Analysis Process Root Cause Analysis has five identifiable steps. Step One: Define the Problem What do you see happening? What are the specific symptoms? Step Two: Collect Data What proof do you have that the problem exists? How long has the problem existed? What is the impact of the problem? You need to analyze a situation fully before you can move on to look at factors that contributed to the problem. To maximize the effectiveness of your Root Cause Analysis, get together everyone – experts and front line staff – who understands the situation. People who are most familiar with the problem can help lead you to a better understanding of the issues. A helpful tool at this stage is CATWOE . With this process, you look at the same situation from different perspectives: the Customers, the people (Actors) who implement the solutions, the Transformation process that's affected, the World view, the process Owner, and Environmental constraints. Step Three: Identify Possible Causal Factors What sequence of events leads to the problem? What conditions allow the problem to occur? What other problems surround the occurrence of the central problem? During this stage, identify as many causal factors as possible. Too often, people identify one or two factors and then stop, but that's not sufficient. With RCA, you don't want to simply treat the most obvious causes - you want to dig deeper. Use these tools to help identify causal factors: Appreciation - Use the facts and ask "So what?" to determine all the possible consequences of a fact. 5 Whys - Ask "Why?" until you get to the root of the problem. Drill Down - Break down a problem into small, detailed parts to better understand the big picture. Cause and Effect Diagrams - Create a chart of all of the possible causal factors, to see where the trouble may have begun. Step Four: Identify the Root Cause(s) Why does the causal factor exist? What is the real reason the problem occurred? Use the same tools you used to identify the causal factors (in Step Three) to look at the roots of each factor. These tools are designed to encourage you to dig deeper at each level of cause and effect. Step Five: Recommend and Implement Solutions What can you do to prevent the problem from happening again? How will the solution be implemented? Who will be responsible for it? What are the risks of implementing the solution? Analyze your cause-and-effect process, and identify the changes needed for various systems. It's also important that you plan ahead to predict the effects of your solution. This way, you can spot potential failures before they happen. One way of doing this is to use Failure Mode and Effects Analysis (FMEA). This tool builds on the idea of risk analysis to identify points where a solution could fail. FMEA is also a great system to implement across your organization; the more systems and processes that use FMEA at the start, the less likely you are to have problems that need Root Cause Analysis in the future. Impact Analysis is another useful tool here. This helps you explore possible positive and negative consequences of a change on different parts of a system or organization. Another great strategy to adopt is Kaizen , or continuous improvement. This is the idea that continual small changes create better systems overall. Kaizen also emphasizes that the people closest to a process should identify places for improvement. Again, with kaizen alive and well in your company, the root causes of problems can be identified and resolved quickly and effectively. Key Points Root Cause Analysis is a useful process for understanding and solving a problem. Figure out what negative events are occurring. Then, look at the complex systems around those problems, and identify key points of failure. Finally, determine solutions to address those key points, or root causes. You can use many tools to support your Root Cause Analysis process. Cause and Effect Diagrams and 5 Whys are integral to the process itself, while FMEA and Kaizen help minimize the need for Root Cause Analysis in the future. As an analytical tool, Root Cause Analysis is an essential way to perform a comprehensive, system-wide review of significant problems as well as the events and factors leading to them. Click on the button below to download a template that will help you log problems, likely root causes and potential solutions. Thanks to Career Excellence Club member weeze for providing the basis for this