1. Five Dysfunctions of a Team: A Focus on Mastering Conflict
Presented by
Jon Morse, MBA

2. Our Agenda Overview & Recap of Lencioni 5D
4 Styles (Direct, Empathetic, Diplomatic, Analytical)
Resolution Opportunities
Identify Common Goals
Acknowledge all sides of the issue
Listen without interruption
Avoid exaggeration
Use I statements
Depth –Frequency Conflict model
Conflict Resolution Model
Resolution Obstacles: physical environment and Individual obstacles
Conflict Norming
Homework

3. THE FIVE DYSFUNCTIONS OF A TEAM
Patrick Lencioni

4. Trust is the foundation for teams.
FUNDAMENTAL #1: TRUST
Trust is the foundation for teams.
Without trust none of the other parts of the team model will work.
Of all the qualities of a team, TRUST is the MOST IMPORTANT!
Trust is also the most rare quality.

5. Lack of Trust
Members of a team that do not have trust…
Conceal their weaknesses & mistakes
Hesitate to ask for help
Don’t offer to help the team or other staff
Jump to conclusions
Fail to recognize other’s skills
Hold grudges
Avoid spending time together

6. SUMMARY—BUILDING TRUST
Trust is the foundation of teamwork
On a team, trust is about vulnerability
Building trust takes time, but the process can be accelerated
Like a good relationship, trust must be maintained over time

7. FUNDAMENTAL #2

8. Why Have Conflict on a Team? Isn’t Conflict Bad?
Teams that fear conflict…
Have boring meetings
Create environments where politics and personal attacks thrive
Ignore controversial topics that are critical to team success
Fail to tap into all the opinions and perspectives of team members
Waste time & energy with posturing and interpersonal risk management
Conflict can be bad when it’s DESTRUCTIVE
Teams need CONSTRUCTIVE Conflict in order to be effective!

9. Destructive vs Constructive Conflict
DESTRUCTIVE TEAM CONFLICT
“Venting” outside of meeting
Political
Prideful
Competitive
I win. I’m right.
Not listening to other ideas
Manipulative
Avoidance
Personal attacks
CONSTRUCTIVE TEAM CONFLICT
Passionate
Unfiltered debate
Important issues are discussed
Humble pursuit of truth
Focus is on issues
Evaluating other peoples’ ideas

10. Lack of Trust
Members of a team that do not have trust…
Conceal their weaknesses & mistakes
Hesitate to ask for help
Don’t offer to help the team or other staff
Jump to conclusions
Fail to recognize other’s skills
Hold grudges
Avoid spending time together

11. Your Work Style p5 Contributions to the Organization Leadership Style
Preferred Work Environments
Preferred Learning Style
Potential Pitfalls
Suggestions for Development

12. Conflict Management: A DiSC®-Based Approach
Leader’s Guide
Jon Morse
©2007 by Inscape Publishing, Inc. All rights reserved.

13. To get to the middle teams have to acknowledge and address other distractions and barriers:
Informational
Environmental
Relationship
Individual
Ref: Patrick Lencioni, 5 Dysfunctions of a Team

14. Depth-Frequency Conflict Model
Choose an issue
Review prior discussions of the issue and analyze according to the model
Look for all possible
Compare answers discuss impact to decision making process
How do you address these issues to improve team engagement
Ref: Patrick Lencioni, 5 Dysfunctions of a Team

15. Conflict Norming
Review and write down individual preferences relating to acceptable and unacceptable behaviors around discussion and debate (e.g., language, tone of voice, emotional content, avoidance of distractions…)
Review your preferences with the team (I’ll capture areas of similarity and differences.
Discuss and arrive at common understanding of acceptable behaviors.
Record and distribute

16. Managing Conflict! Homework Assignments Speed of Trust Team Assessment
_______________

17. SUMMARY—MASTERING CONFLICT
Good conflict is about unfiltered, passionate debate around issues
Conflict will at times be uncomfortable
Conflict norms must be clear
The fear of personal conflict should not prevent productive debate