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AASB 2011 Summer Conference Overcoming the 5 Dysfunctions of a Team Pam Bilbrey
©The Table Group, Inc. All rights reserved. Page 1
©The Table Group, Inc. All rights reserved. Page 2 #1: Absence of Trust The fear of being vulnerable with team members prevents the building of trust within the team. #2: Fear of Conflict The desire to preserve artificial harmony stifles the occurrence of productive, ideological conflict. #3: Lack of Commitment The lack of clarity or buy-in prevents team members from making decisions they will stick to. #4: Avoidance of Accountability The need to avoid interpersonal discomfort prevents team members from holding one another accountable for their behaviors and performance. #5: Inattention to Results The pursuit of individual goals and personal status erodes the focus on collective success. The Five Dysfunctions of a Team Focus on Collective Outcomes Confront Difficult Issues Force Clarity and Closure Demand Debate Be Vulnerable The Role of the Leader…
©The Table Group, Inc. All rights reserved. Page 3 Team Assessment Dysfunction 1 Absence of Trust Dysfunction 2 Fear of Conflict Dysfunction 3 Lack of Commitment Dysfunction 4 Avoidance of Accountability Dysfunction 5 Inattention to Results Statement 4 ____ Statement 6 ____ Statement 12 ____ Statement 1 ____ Statement 7 ____ Statement 10 ___ Statement 3 ___ Statement 8 ___ Statement 13 ___ Statement 2 ___ Statement 11 ___ Statement 14 ___ Statement 5 ___ Statement 9 ___ Statement 15 ___ Total:
©The Table Group, Inc. All rights reserved. Page 4 Team #1 “Team members must prioritize the team that they are a member of over the team that they lead or manage. “ Pat Lencioni, The Five Dysfunctions Of aTeam
©The Table Group, Inc. All rights reserved. Page 5 Still wondering? If you go to meetings with the mindset that you are there to get what you can for your department/division. If during every discussion and decision in the meetings you are silently thinking of the impact of your department/division vs the best decision for the entire organization. If you sometimes go back to your department/division and say “I put up a good fight for us in the Administrative Leader meeting, but the decision did not go our way”. If you sometimes go back to your department/division and say “I did not vote for it, but we are going to….”. It’s not your first team …
©The Table Group, Inc. All rights reserved. Page 6 Dysfunction # 1: ABSENCE OF TRUST Strategy for Overcoming: Identify and discuss individual strengths and weaknesses Spend considerable time in face-to-face meetings and working sessions Dysfunction # 2: FEAR OF CONFLICT Strategy for Overcoming: Acknowledge that conflict is required for productive meetings Establish common ground rules for engaging in conflict Understand individual team member’s natural conflict styles Dysfunction # 3: LACK OF COMMITMENT Strategy for Overcoming: Review commitments at the end of each meeting to ensure all team members are aligned Adopt a “disagree and commit” mentality—make sure all team members are committed regardless of initial disagreements Dysfunction # 4: AVOIDANCE OF ACCOUNTABILITY Strategy for Overcoming: Explicitly communicate goals and standards of behavior Regularly discuss performance versus goals and standards Dysfunction # 5: INATTENTION TO RESULTS Strategy for Overcoming: Keep the team focused on tangible group goals Reward individuals based on team goals and collective success Overcoming The Five Dysfunctions
©The Table Group, Inc. All rights reserved. Page 7
©The Table Group, Inc. All rights reserved. Page 8 Understanding some of the personal background and key influencers in a team member’s life is a safe and effective first step toward establishing vulnerability-based trust. In this exercise, take a moment to answer the following questions. Where did you grow up? How many siblings do you have and where do you fall in that order? Please describe a unique or interesting challenge from your childhood. Personal Histories Exercise
©The Table Group, Inc. All rights reserved. Page 9 Energy Focus Extraversion Introversion EI Paying Attention Sensing iNtuition SN ThinkingFeeling TF Making Decisions Judging Perceiving JP Work/Lifestyle Myers Briggs Type Indicator
©The Table Group, Inc. All rights reserved. Page 10 The Four Temperaments NF SJ SPNT
©The Table Group, Inc. All rights reserved. Page 11 NF SP SJ NT Is it good & helpful for people? Is it economical, dependable and customary? Will it work? How fast can I fix it? What are the long- range effects? What I Must Know
©The Table Group, Inc. All rights reserved. Page 12 Encouraging Conflict Be miners of conflict Give real-time permission
©The Table Group, Inc. All rights reserved. Page 13 Encouraging Conflict - TKI Thomas-Kilman conflict mode instrument: conflict workshop facilitator's guide. (1996). Palo Alto, CA: Consulting Psychologists Press, Inc.
©The Table Group, Inc. All rights reserved. Page 14 What was the conflict environment in your home while you were growing up? Were there spirited conversations or did your family avoid difficult conversations? How would you describe your comfort level with conflict? What professional experiences have influenced your ability to engage in unfiltered debate? Conflict Profile Discussion
©The Table Group, Inc. All rights reserved. Page 15 Write down your preferences relating to acceptable and unacceptable behaviors around productive ideological conflict. Include the following: The kind of language and tone of voice people should use The emotional content of people’s messages The extent of people’s involvement and participation Other Discuss with the team: What do our collective preferences seem to be in relationship to conflict? What significant differences about conflict do we have? Our Team’s Conflict Commitments: What are our top four or five behavioral expectations (Conflict Norms) around conflict? Conflict Norming Exercise
©The Table Group, Inc. All rights reserved. Page 16 Core Purpose Why does the company exist? (beyond making money ) Values What traits are inherent and important in the organization? (limits of diversity) Business Definition What specifically does the business do? (no flowery adjectives) Strategy How does the organization purposefully differentiate itself against competitors? (“everything/nothing”) Goals What is the organization aligned around? Roles & Responsibilities Who does what? Teams must be in alignment around a number of key questions that define their business and where it is headed. These include the following : Organizational Clarity
©The Table Group, Inc. All rights reserved. Page Are your meetings dull and uninspiring? 2. Do team members question the usefulness of meetings? 3. Are critical issues avoided or overlooked during meetings? 4. Do you wonder if team members are holding back during meetings? 5. Do team members complain about having to attend meetings? 6. Do you find that meetings end without resolution of critical issues? 7. Do you discuss administrative, tactical and strategic topics during the same meetings? 8. Are important discussions cut short because of time constraints? 9. Is your team reluctant to go off-site more than once a year to review the state of the organization and business? 10. Do team members seem disengaged during meetings? The Meetings Quiz
©The Table Group, Inc. All rights reserved. Page 18 The Four Meetings from: Death by Meeting
©The Table Group, Inc. All rights reserved. Page 19 Tactical Meeting Guide
©The Table Group, Inc. All rights reserved. Page 20 Team Effectiveness Exercise How You Currently What You Can Do To Add Value To the Team Add Even More Value Team Member
©The Table Group, Inc. All rights reserved. Page 21 Never doubt that a small group of thoughtful, committed people can change the world. Indeed, it is the only thing that ever has. Margaret Mead
©The Table Group, Inc. All rights reserved. Page 22 Energy Focus Extraversion Introversion EI Paying Attention Sensing iNtuition SN ThinkingFeeling TF Making Decisions Judging Perceiving JP Work/Lifestyle Myers Briggs Type Indicator
©The Table Group, Inc. All rights reserved. Page 23 Source of energy is from the outer world. Prefer: Interaction Discussion Spoken word Meetings Think out loud Action Breath of interests Like variety & action oriented jobs. Are sometimes inpatient with long slow jobs. Like to have people around in their working environment. Act quickly sometimes without thinking. Like to learn a new task by talking it through with someone or doing it. “Hi! Nice to see you!” “Let’s get on with it.” “Here is my opinion.” Source of energy is from their internal world Prefer: Quiet Concentration Reflection Written word Memos Think, then speak Introspection Depth of interests Like quiet for concentration. Can work on one project for a long time. Work alone contentedly preferably without interruptions. Think before they act, sometimes without acting May prefer to learn by reading rather than talking or experiencing “Thanks for leaving!” “I need to concentrate.” “I need to think about it.” EXTRAVERSION INTROVERSION Myers-Briggs Type Indicator – Where do you get your energy?
©The Table Group, Inc. All rights reserved. Page 24 Information they pay attention to: Facts Present time What is practical Specifics What is real Usefulness Thinking process: Step by step Pieces What is step #1? Focus on what works now -- current reality is a given. Like an established way of doing things that they already know. Work steadily with a realistic idea of how long it will take. Reach conclusions step by step. May be good at precise work because careful about facts. Seldom inspired, and tend not to trust their inspiration “Just the facts, ma’am.” “Tell it like it is.” “No fluff.” Information they pay attention to: Possibilities Future time What is innovative Generalities What could be Novelty Thinking process: Leap around Patterns What is the vision? Focus on how things can be improved -- what is possible. Dislike doing the same thing repeatedly - - enjoy learning new skills. Work in bursts of energy with slack periods in between. May leap to conclusion quickly. Dislike taking time for precision and may get their facts wrong. Follow their inspirations and hunches. “Imagine the possibilities!” “Hey! Why don’t we…” “Have we ever thought about…” SENSING INTUITION Myers-Briggs Type Indicator – How do you access/gather information?
©The Table Group, Inc. All rights reserved. Page 25 In making decisions: Objective Based on principles Logical Analytical Detached Solution oriented Focus on results based on criteria. Seek clarity. Sometimes perceived as cold or detached. Are good at putting things in logical order and determining outcomes of choices. Have a talent for analyzing a problem or situation. Tend to be firm & tough-minded Need to be treated fairly. Able to reprimand or fire people when necessary. May hurt people’s feelings without knowing it because of affinity for rules & regulations. In making decisions: Subjective Based on circumstances Persuasive Appreciative Involved Empathetic Focus on impact on people and relationships. Seek harmony. Sometimes perceived as too impassioned. Are good at seeing how various choices and decisions will impact people. Like harmony and will work to make it happen. Tend to be sympathetic. Need occasional praise. Dislike telling people unpleasant things. Enjoy pleasing people and take an interest in the person behind the job. THINKING FEELING Myers-Briggs Type Indicator How do you evaluate information?
©The Table Group, Inc. All rights reserved. Page 26 Prefer to work in environment that is: Structured Planned Controlled Scheduled Organized Definite Decided Issues are black and white, absolutes. Want to be done, not in process. Work best when they can plan their work and follow the plan. May decide things too quickly. May dislike to interrupt the project they are on for a more urgent one. Tend to be satisfied once they reach a judgment on an issue or person. Schedule projects so that each step gets done on time. Use lists as agendas for action. “Make up your mind.” “Good morning, Lord.” “8:00 sharp.” “Let’s get started.” “Ready, Aim, Fire” Prefer to work in environment that is: Flexible Open ended Adaptable Spontaneous Responsive Tentative Wait and See Deal with ambiguity and shades of gray. More adaptable in times of change - enjoy the process. Do not mind leaving things open for last- minute changes. May postpone unpleasant jobs. May start too many projects and then have difficulty in finishing them. May delay making decisions, thinking they don’t have enough information. Accomplish a lot at the last minute under pressure. Use lists as reminders of all the things they have to do someday. “Keep your options open.” “Good Lord, it’s morning.” “8-ish” “Let’s wait for everyone to arrive.” “Fire, What time is it?, Aim.” JUDGING PERCEIVING Myers-Briggs Type Indicator- How do you approach daily life?
©The Table Group, Inc. All rights reserved. Page 27 S USCEPTIBILITY T O T HE F IVE T EMPTATIONS Rank ______ A.Measure personal success by achievement of organizational outcomes ______ B.Give constructive and insightful performance feedback ______ C.Trust instincts when making decisions ______ D.Encourage direct reports to engage in open debate Rank ______ E.Acknowledge and accept responsibility for mistakes and failures ______ F.Focus energy on organization’s goals ______ G.Hold direct reports accountable for deliverables ______ H.Take risks Rank ______ I.Openly share opinions during meetings ______ J.Comfortable accepting compliments ______ K.Deliver on commitments ______ L.Push employees and coach them for improvement Rank ______ Q.Confront direct reports about behavioral issues ______ R.Willing to make decisions even when only minimal information is available ______ S.Surface and address personal conflicts within the department ______ T.Comfortable sharing personal values and experiences Rank ______ M.Ensure direct reports have clear roles and responsibilities ______ N.Run passion-filled and intense meetings ______ O.Do not hold grudges after conflict ______ P.Promote the accomplishments and success of others The Five Temptations of a CEO This assessment is designed to help you identify your susceptibility to The Five Temptations, not to determine that you succumb to them. The more you understand yourself and the Temptations, the more you can do to ensure your success and that of your company. Take your time and be as honest as possible. This is simply a quantitative measure to help you get started - keep in mind that the best way to discover your Temptations is a qualitative assessment. Within each group listed below, please rank the statements 1 through 4 Mark your strongest area as a 1 and your least strong area as a 4 (compared to the other statements in that group)
©The Table Group, Inc. All rights reserved. Page 28 1.In the appropriate space below, write down the ranking you gave each statement from the previous page. Your rankings are going to be used as points. 2.Add up the point total under each Temptation. 3.This assessment is looking for extremes—the highest point total may be your greatest Temptation, and the lowest point total is probably an area that you do not struggle in. T HE R ESULTS 2. Based on this assessment and my qualitative assessment I am strongly tempted by the following Temptation(s): Status vs. Results StatementRanking/Points A.______ F.______ K.______ P.______ Point Total______ Popularity vs. Accountability StatementRanking/Points B.______ G.______ L.______ Q.______ Point Total______ Certainty vs. Clarity StatementRanking/Points C.______ H.______ M.______ R.______ Point Total______ Harmony vs. Conflict StatementRanking/Points D.______ I.______ N.______ S.______ Point Total______ Invulnerability vs. Trust StatementRanking/Points E.______ J.______ O.______ T.______ Point Total______ The Five Temptations of a CEO
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