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5 Dysfunctions of a Team_

更新时间:2023-07-08 23:46:55 阅读：评论：0

The Five Dysfunctions of a Team: A Leadership Fable. Patrick Lencioni.

Overview of The Model

重庆市梁平中学2 Critical Truths:

1.Genuine teamwork remains elusive in most organizations

2.Organizations fail to achieve teamwork becau they unknowingly fall prey to five natural pitfalls or dysfunctions.

The 5 Dysfunctions can be addresd in isolation, but in reality they form an interrelated model.

1. Abnce of Trust – The unwillingness to be vulnerable within a group.

❑Team members who are not genuinely open with one another about their mistakes and weakness make it impossible to build a foundation of trust.

❑The failure to build trust is damaging becau it ts the tone for the cond dysfunction.

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2. Fear of Conflict – Teams that lack trust are incapable of engaging in unfiltered and passionate debate of ideas.

❑Instead, they resort to veiled discussions and guarded comments.

❑A lack of healthy conflict is a problem becau it ensures the third dysfunction of a team.

3. Lack of Commitment – Without having aired their opinions in the cour of passionate and open debate, team members rarely, if ever, buy in and commit to decisions, though the may feign agreement during meetings.

❑Becau of this lack of real commitment and buy-in, team members develop the fourth dysfunction.

4. Avoidance of Accountability – Without committing to a clear plan of action, even the most focud and driven people often hesitate to call their peers on actions and behaviors that em counterproductive to the good of the team.

❑Failure to hold one another accountable creates an environment where the fifth dysfunction can thrive.

5. Inattention to Results – Inattention to results occurs when team members put their individual needs (such as ego, career development, or recognition) or even the needs of their division (module team) above the collective goals of the team.

Imagine how members of truly cohesive teams behave:

❑They trust one another.

❑They engage in unfiltered conflict around ideas.

❑They commit to decisions and plans of action.

❑They hold one another accountable for delivering against tho plans.

❑They focus on the achievement of collective results.

Understanding and Overcoming the Five Dysfunctions

主变压器

Dysfunction 1: Abnce of Trust
❑Trust lies at the heart of functioning, cohesive team. Without it, teamwork is all but impossible. ❑Definition: In the context of a team, trust is the confidence among team members that peers' intentions are good and that there is no reason to be protective or careful around the group. In esnce, teammates must get comfortable being vulnerable with one another. ❑Vulnerabilities include weakness, skill deficiencies, interpersonal shortcomings, mistakes, and requests for help. ❑It is not being able to predict a person's behavior bad on past experience.
Members of teams with an abnce	Members of
❑Conceal their weakness and mistakes from one another ❑Hesitate to ask for help or provide constructive feedback ❑Hesitate to offer help outside their own areas of responsibility ❑Jump to conclusions about the intentions and aptitudes of others without attempting to clarify them ❑Fail to recognize and tap into one another's skills and experiences ❑Waste time and energy managing their behaviors for effect ❑Hold grudges ❑Dread meetings and find reasons to avoid spending time together	❑Admit weakness and mistakes ❑Ask for help ❑Accept questions and input about their areas of responsibility ❑Give one another the benefit of the doubt before arriving at a negative conclusion ❑Take risks in offering feedback and assistance ❑Appreciate and tap into one another's skills and experiences ❑Focus time and energy on important issues, not politics ❑Offer and accept apologies without hesitation ❑Look forward to meetings and other opportunities to work as a group
Suggestions for Overcoming Dysfunction 1
❑Personal Histories Exerci: Low risk; questions about personal histories; encourages greater empathy and understanding; discourages unfair and inaccurate behavioral attributions. ❑Team Effectiveness Exerci: Medium risk; team members identify single most important contribution that each of their peers makes to the team, aw well as one that must be improved upon or eliminated; begin with leader ❑Personality and Behavioral Preference Profiles (MBTI, etc.) ❑360-Degree Feedback
Role of the Leader: Demonstrate vulnerability; create environment that does not punish vulnerability; displays of vulnerability must be genuine	Connection to Dysfunction 2: By building trust, a team makes conflict possible becau members know that they will not be punished for saying something that might otherwi be interpreted as destructive or critical.

Dysfunction 2: Fear of Conflict
❑All great relationships require productive conflict in order to grow. ❑The higher you go up in the management change, the more you find people spending inordinate amounts of time and energy trying to avoid conflict that is esntial to great teams. ❑It is important to distinguish productive ideological conflict (concepts and ideas) from destructive fighting and interpersonal politics (personality-focud, mean-spirited attacks). Both types of conflict have the same external qualities: passion, emotion, frustration. ❑When team members do not openly debate and disagree on important ideas, they often turn to back-channel personal attacks. ❑Ironically, people avoid conflict in the name of efficiency. Addressing conflict saves time. Not doing so dooms a team to revisiting unresolved issues over and over.
Teams that	Teams that engage
❑Have boring meetings ❑Create environments where back-channel politics and personal attacks thrive ❑Ignore controversial topics that are critical to team success 巴西龟怎么吃 ❑Fail to tap into all the opinions and perspectives of team members ❑Waste time and energy with posturing and interpersonal risk management	❑Have lively, interesting meetings ❑Extract and exploit the ideas of all team members ❑Solve real problems quickly ❑Minimize politics ❑Put critical topics on the table for discussion.
Suggestions for Overcoming Dysfunction 2
❑Mine Conflict: Assign the "miner of conflict" to a team member to extract buried disagreements, and force team members to work through them. ❑Real-Time Permission: Coach each other not to retreat from healthy debate. ❑MBTI and Other Asssments: There are a variety of personality style and behavioral preference tools available to help team members understand one another better.
Role of the Leader: Demonstrate restraint to "protect" people during conflict; allow resolution to occur, even if it is messy. Esntial: Role model appropriate conflict behavior. By avoiding conflict when it is necessary and productive, you will encourage this dysfunction to thrive.	Connection to Dysfunction 3: By engaging in productive conflict and tapping into team members' perspectives and opinions, a team can confidently commit and buy in to a decision knowing that they have benefited from everyone's ideas.

Dysfunction 3: Lack of Commitment
❑Commitment is a function of two things: clarity and buy in. ❑The two greatest caus of the lack of commitment are the desire for connsus and the need for certainty. Connsus: Great teams find ways to achieve buy-in even when complete agreement is impossible. They ensure everyone's ideas are genuinely considered, creating a willingness to rally around whatever decision is ultimately made. When that is not possible, the leader makes the call. Certainty: Great teams are able to unite behind decisions and commit to clear cours of action even when there is little assurance about whether the decision is correct: a decision is better than no decision. It is important to note that conflict underlies the willingness to commit without perfect information. ❑One of the greatest conquences for an executive team that does not commit to clear decisions is irresolvable discord deeper in the organization. Employees that report to tho executives will inevitably clash when they try to interpret marching orders that are not clearly aligned with tho colleagues in other departments.
A team that fails	A team
❑Creates ambiguity among the teams about direction and priorities ❑Watches windows of opportunity clo due to excessive analysis and unnecessary delay ❑Breeds lack of confidence and fear of failure ❑Revisits discussions and decisions again and again ❑Encourages cond-guessing among team members	❑Creates clarity around direction and priorities ❑Aligns entire team around common objectives ❑Develops an ability to learn from mistakes ❑Takes advantage of opportunities before competitors do ❑Moves forward without hesitation ❑Changes direction without hesitation or guilt
Suggestions for Overcoming Dysfunction 3
❑Cascade Messaging:什么是朋友 At the end of a meeting, explicitly review the key decisions made during the meeting, and agree on what needs to be communicated to employees or other constituencies about tho decisions. 西安外国语大学是几本 ❑Deadlines: One of the best tools for ensuring commitment is the u of clear deadlines for when decisions will be made, and honoring tho dates with discipline and rigidity. Committing to deadlines for intermediate decisions and milestones is just as important as final deadlines. ❑Contingency and Worst-Ca Scenario Analysis: Clarify the worst-ca scenario for a decision. This helps realize the cost of no decision and incorrect decisions. ❑Low-Risk Exposure Therapy: Have the team demonstrate decisiveness on a relatively low risk situation to build confidence.
Role of the Leader: The leader must be comfortable with making a decision that ultimately could be wrong. The leader must push the group to closure and adherence to schedules. Do not place a premium on certainty or connsus.时光穿梭>打光屁屁作文	Connection to Dysfunction 4: In order for team members to call each other on their behaviors and actions, the must have a clear n of what is expected, and accountability can only be done if things are made clear in the first place.

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