The
Dysfunctions of a team
Patrick Lencioni
Why Teams?
P1
Ecclesiastes 4:9-12
Two are better than one because they have a good return for their labor. For if they fall, the one will lift up his fellow: but woe to him that is alone when he falls; for he has not another to help him up. Again, if two lie together, they have heat: But how can one be warm alone? And if one prevail against him, two shall withstand him; and a threefold cord is not quickly broken.
Team Exercise: Table Top Tug of War
Circumstances
Wake up in new world every morning
Complex, Unfamiliar Circumstances Inadequate Skills Individual Inadequacies Rapid Change God-Sized Goals
P1
Benefits
TEAM EXERCISE: Find the Weakness
P1
Benefits
More is better.
Strengths Multiplied Weaknesses Compensated Learning Accelerated Accountability Increased New Learning Created
P1
TEAM EXERCISE: Find the Weakness
5 DYSFUNCTIONS OF A TEAM
STRENGTHS RESULTS ORIENTED MUTUAL ACCOUNTABILITY HIGHLY COMMITTED PRODUCTIVE CONFLICT HIGH TRUST DYSFUNCTIONS INATTENTION TO RESULTS AVOIDANCE OF ACCOUNTABILITY LACK OF COMMITMENT FEAR OF CONFLICT ABSENCE OF TRUST LEADER ROLE FOCUS ON COLLECTIVE OUTCOMES CONFRONT DIFFICULT ISSUES FORCE CLARITY AND CLOSURE MINE FOR CONFLICT GO FIRST! BE REAL
P2
GROUP EXERCISE
15 MINUTES
READ ASSIGNMENT PREPARE PRESENTATION
3 MINUTES TO PRESENT TO REST OF GROUP
PRESENTATIONS
TEAMS EVALUATION CONTINUUM
Zero Change
Destructive Group Task Group Team
P 3, annotated version
High Change
Highly Productive Teams
Inattention to Results*
0 1 2 3 4 5 6 7 8 9 10
Results Oriented Pursues Adaptive Learning
0 1 2 3 4 5 6 7 8 9 10
Resistive to Learning Inadequate Gifts & Skills
0 1 2 3 4 5 6 7 8
Appropriate Gifts / Skills / Passions
9 10
Avoidance of Accountability*
0 1 2 3 4 5 6
Mutual Accountability / Shared Leadership
7 8 9 10
Lack of Commitment*
0 1 2 3 4 5 6 7 8
High Commitment / Shared Vision
9 10
Fear of Conflict*
0 1 2 3 4 5 6 7 8 9 10
Productive Conflict
Absence of Trust*
0 1 2 3 4 5 6 7 8 9 10
High Trust Personally Aware / Healthy
0 1 2 3 4 5 6 7 8 9 10
Personally Unaware / Unhealthy No Spiritual Vitality
10
High Spiritual Vitality
* Five Dysfunctions, Patrick Lencioni
DEFINITIONS
Destructive Group Yields zero change, loses ground, destroys efforts of others Task Group Implements specific tasks and objectives Team Solves problems, identifies resources, makes decisions
P3
Highly Productive Team Consistently demonstrate high level team characteristics, achieve results, implement change, create new learning
Lencionis P 3, in red 5 dysfunctions of a team
Patrick Lencioni
P3
Patrick Lencioni
John 15:5
P 4, Quick Notes
I am the vine . . . Apart from me you can do nothing.
P 4, Quick Notes
TIME PRAYER INDIVIDUAL & GROUP
P 4, Quick Notes
TEAM CULTURE
GUARDED DEFENSIVE WATCHFUL RISK AVERSE CRITICAL OF OTHERS
P 4, Quick Notes
HIGH TRUST
Quick & Genuine Apologies Open Admission of Weaknesses & Mistakes Comfortable sharing about personal lives
P 4, Quick Notes
HIGH TRUST
LEADER goes first LEADER is authentic Maintain a safe culture
P 4, Quick Notes
HIGH TRUST
Personal Histories Exercise Team Effectiveness Exercise Personality & Behavioral Preferences Profiles 360-Degree Feedback Experiential Team Exercises
P 4, Quick Notes
LINK TO HIGH TRUST
Self-knowledge Self-Acceptance Self-Disclosure
P 4, Quick Notes
PERSONAL HEALTH & AWARENESS
Personality Characteristics Leadership Styles Learning Styles Gifts Inventories Family of Origin / Life Experiences
P 4, Quick Notes
CONSEQUENCES
Yields False Peace Issues Unresolved Fails to tap diverse perspectives
P 4, Quick Notes
PRODUCTIVE CONFLICT
Passionate, Unguarded Discussion Compelling Team Meetings Most Difficult Issues Engaged & Resolved
P 4, Quick Notes
PRODUCTIVE CONFLICT
LEADER mines for conflict Real-Time Permission for conflict
P 4, Quick Notes
PRODUCTIVE CONFLICT
Conflict Management Training Personality & Behavioral Instruments
P 4, Quick Notes
PRODUCTIVE CONFLICT THROUGH PURPOSEFUL COMMUNICATION
Choose Dialogue vs. Discussion Confront Defensive Routines
P 4, Quick Notes
Dialogue
Reflect on assumptions Inquire about others Participate as peers Expose own thinking
Dialogue is RIPE for fruitful outcomes.
Discussion
Persuade Analyze Defend
Discussion PADs our ability to learn from others.
P 4, Quick Notes
Confront Defensive Routines
Polite Brush Off Logical Put Down Passionate Discourse Heated Attack Conflict Avoidance Justification The Lie Hurt Feelings Triangulation Feigned Ignorance The Joke The Sulk
Defensive Routine: That which prevents the occurrence of learning in the individual.
P 4, Quick Notes
BARRIERS
Desire for Consensus Need for Certainty
CONSEQUENCES
Inability to Follow Through No Action
P 4, Quick Notes
HIGH COMMITMENT
Know what others are working on Understand personal contribution to team Team Confident of Others Commitment Specific Resolutions & Calls to Action
P 4, Quick Notes
HIGH COMMITMENT
LEADER forces clarity & closure Hearing Given but Consensus Not Required Avoid Data Paralysis
P 4, Quick Notes
HIGH COMMITMENT
Cascading Messaging Deadlines Contingency and Worst-Case Scenario Analysis Low-Risk Exposure Therapy
P 4, Quick Notes
HIGH COMMITMENT TO SHARED VISION
Genesis 11 - Tower of Babel
And this is what they began to do, and now nothing which they purpose to do will be impossible for them. (Gen. 11:6)
P 4, Quick Notes
PEOPLE OF BABEL
Spoke the same language - TERMS Agreed on their goal - WHAT Agreed on structure & methodology - HOW
P 5, Quick Notes
CONSEQUENCES
Destructive Behaviors Unchecked Mediocrity Missed Deadlines Leader Burdened as Sole Source of Discipline
P 5, Quick Notes
MUTUAL ACCOUNTABILITY
Team Members Call Unproductive Behaviors Concern About Letting Down Peers Team Members Challenge Plans & Approaches
P 5, Quick Notes
MUTUAL ACCOUNTABILITY
LEADER Confronts Difficult Issues LEADER Allows Team Provide Accountability Acknowledge Interpersonal Discomfort Acknowledge Tendency to Avoid
P 5, Quick Notes
MUTUAL ACCOUNTABILITY
Public Goals and Standards Simple & Regular Progress Reviews Team Rewards
P 5, Quick Notes
MUTUAL ACCOUNTABILITY THROUGH SHARED LEADERSHIP
Leader Role rotates according to need and competencies Ability to be leader, peer, and follower (Church
Leadership, Weems, p. 74)
Reciprocity of influence
(Weems, p. 80)
P 5, Quick Notes
CONSEQUENCES
Goals Unachieved Individual Needs Supercede Team Needs High Performance Members May Leave
P 5, Quick Notes
HIGH RESULTS ORIENTATION
Individual Sacrifices for Sake of Team Failure Unacceptable Recognition Sought for Others
P 5, Quick Notes
HIGH RESULTS ORIENTATION
Maintain Focus on Collective Goals of Team Near-term, Controllable Results Objectives that the Leaders Set for Themselves
P 5, Quick Notes
HIGH RESULTS ORIENTATION
Public Declaration of Results Results-Based Rewards
P 5, Quick Notes
P 5, Quick Notes
RESULTS ORIENTED
LEADER values learning Thrives at Ground Zero Destroys Barriers to Learning
P 5, Quick Notes
PURSUES LEARNING
Assess the Culture Reduce Pace of Change Check Your Relationships Accept New Challenges
The Learning Congregation, Thomas R. Hawskins, chapter 5,
Team Exercise
PIECES OF CLOTH
Useful for? Not useful for?
P 5, Quick Notes
BENEFITS
Diversity Competency Giftedness Passion
Suppose the whole body were an eyethen how would you hear? Or if your whole body were just one big ear, how could you smell anything? I Corinthians 12:17 (NLT)
P 5, Quick Notes
APPROPRIATE GIFTS & SKILLS
Personality & Behavorial Inventories Spiritual Gift Assessments Trial Assignments on Team Go Put Your Strengths to Work by Marcus Buckingham
Highly Productive Team
Silos
Inter-Connected
5 dysfunctions of a team
Status and Ego Low Standards
Ambiguity Artificial harmony
Pg. 97
Invulnerability
