The Five Dysfunctions of a Team
Lack of Commitment
Avoidance of Accountability
Inattention to results
Fear Of Conflict
Absence of Trust
Teams that have Trust...
•Admit weaknesses and mistakes
•Ask for help
•Accept questions and input about area of responsibility
•Give one another the benefit of a 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 meeting and other opportunities to work as a group
Teams that have Conflict...
•Have lively interesting meetings
•Extract and exploit the ideas of all members of the team
•Solve real problems quickly
•Minimize politics
•Put critical topics on the table for discussion.
Teams that Commit
•Creates clarity around direction and priorities
•Aligns the entire team around common objectives
•Develops an ability to learn from mistakes
•Takes advantage of opportunities
•Moves forward without hesitation
•Changes direction without hesitation or guilt
Teams that Hold Each Another Accountable..
•Ensures that poor performers feel pressure to improve
•Identifies potential problems quickly by questioning on another’s approaches without hesitation
•Establishes respect among team members who are held to the same high standards
•Avoids excessive bureaucracy around performance management and corrective action
•Doesn’t require team leader to be the sole source of discipline.
Teams that focus on Results...
•Retains achievement oriented employees
•Minimizes individualistic behavior
•Enjoys success and suffers failure acutely
•Benefits from individuals who subjugate their own goals/interest for the good of the team
•Avoids distractions
From The FIVE Dysfunctions of a TEAM by Patrick Lencioni
10 comments:
I think that this training today was important for my campus...and all campuses. To promote effective change within our schools, we must start with building up teams and combining our strengths, rather than creating change from the top-down method (which has been proven to be difficult). I think that watching and learning from the experiences of all the different teams that combined their talents and modeled these dysfunctions was, in effect, the best way to have our teachers understand and "buy in" to creating and promoting effective change on our campuses. I think we were just "taught" how effective staff development should look like, and how important it will be to our campus climate. I want my whole staff to be apart of this... Kudos to Mr. Holland and Mr. Stephens for identifying this as an important staff development for all of us.
I truly enjoyed the information that was presented. After the training I felt more comfortable about speaking up and voicing my opinions. I feel like in order for our district to grow as a whole,some must change their way of thinking. These exercises have let me energized and ready to lead our campus as a TEAM.
I think the part about conflict on teams was helpful. I agree that conflict can be beneficial, as long as it is not intrapersonal conflict. Disagreements over ideas and processes are what I think we are talking about. Conflicts about personality or work related politics still seems to counterproductive to a team. If we first build a level of trust for everybody on the team, it is easier to argue about differences of opinion on issues without getting our feelings hurt.
The two-day retreat left me energized and excited. Ideas shared about team-building will help us to be a more cohesive group of administrators. The presentations on the dysfunctions of teams were also entertaining and informative. I believe more of us are "buying into" this concept and will use it more in our jobs.
One of the things that I realized I wanted to get accomplished was for teachers to realize what results they want from their class. What an effective way to build a team- list how they are going to attain those results and share them with their team. I might even have them post it and read it once-a-day.
Great introduction to team building. I hope we do not abandon the teamwork effort as we start to become more involved in our own goals at the campus level.
The most uncomfortable trait is taking risks in offering feedback and assistance. This is when trust plays a pertinent role in the development and sustainability of the team. If there is no trust, then we will never feel comfortable giving feedback
I really enjoyed learning about the components of effective teams. I especially enjoyed learning how to hold one another accountable and not always wait for the leader to be the sole source of discipline. This will be helpful information to pass on to our team leaders.
Great reminders and new insights into not only improving our own skills, but how to develop leadership skills in others. Building strong teams leads to strong campuses and this book gives practical, common sense approaches and research to accomplish that.
I am glad that we got to work together as a team for a common cause. It is great working with such child-centered people. We are not there yet, but certainly on our way.
I felt the information was good and would be very beneficial to our campus. I am looking forward to presenting it and having our staff work together to build HPT during the 2005-06 school year.
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