5 dysfunctions

7/31/2019 5 Dysfunctions

1/53

The Dysfunctions

of a teamPatrick Lencioni


2/53

Why Teams?


3/53

Ecclesiastes 4:9-12

Two are better than one

because they have a goodreturn for their labor. For if theyfall, the one will lift up his fellow:but woe to him that is alone

when he falls; for he has notanother to help him up. Again,if two lie together, they haveheat: But how can one bewarm alone? And if one prevail

against him, two shall withstandhim; and a threefold cord is notquickly broken.

P 1

Team Exercise:Table Top Tug of War


4/53

CircumstancesWake up in new world every

morning

Complex, Unfamiliar Circumstances

Inadequate Skills

Individual Inadequacies

Rapid Change

God-Sized Goals

P 1


5/53

Benefits P 1

TEAM EXERCISE:

Find the Weakness


6/53

BenefitsMore is better.

Strengths Multiplied

Weaknesses Compensated

Learning AcceleratedAccountability Increased

New Learning Created

P 1

TEAM EXERCISE:Find the Weakness


7/53

5 DYSFUNCTIONS OF A TEAMSTRENGTHS DYSFUNCTIONS LEADER ROLE

INATTENTION TORESULTS

FOCUS ONCOLLECTIVEOUTCOMES

AVOIDANCE OF

ACCOUNTABILITY

CONFRONT DIFFICULT

ISSUES

LACK OFCOMMITMENT

FORCE CLARITY ANDCLOSURE

FEAR OF CONFLICT MINE FOR CONFLICT

ABSENCE OF TRUST GO FIRST! BE REAL

RESULTS ORIENTED

MUTUALACCOUNTABILITY

HIGHLY COMMITTED

PRODUCTIVE

CONFLICT

HIGH TRUST

P 2


8/53

GROUP EXERCISE 15 MINUTES

READ ASSIGNMENT PREPARE

PRESENTATION

3 MINUTES TOPRESENT TO REST

OF GROUP


9/53

PRESENTATIONS


10/53

Zero Change High Change

Destructive Group Task Group Team Highly Productive Teams

TEAMS EVALUATION CONTINUUM

* Five Dysfunctions, Patrick Lencioni

Inattention to Results* Results Oriented

Resistive to Learning Pursues Adaptive Learning

Inadequate Gifts & Skills Appropriate Gifts / Skills / Passions

Avoidance of Accountability* Mutual Accountability / Shared Leadership

Lack of Commitment* High Commitment / Shared Vision

Fear of Conflict* Productive Conflict

Absence of Trust* High Trust

Personally Unaware / Unhealthy Personally Aware / Healthy

No Spiritual Vitality High Spiritual Vitality

0 1 2 3 4 5 6 7 8 9 10

0 1 2 3 4 5 6 7 8 9 10

0 1 2 3 4 5 6 7 8 9 10

0 1 2 3 4 5 6 7 8 9 10

0 1 2 3 4 5 6 7 8 9 10

0 1 2 3 4 5 6 7 8 9 10

0 1 2 3 4 5 6 7 8 9 10

0 1 2 3 4 5 6 7 8 9 10

0 1 2 3 4 5 6 7 8 9 10

P 3, annotated version


11/53

DEFINITIONSDestructive

Group

Task Group Team Highly

Productive Team

Yields zero

change, losesground, destroys

efforts of others

Implements

specific tasks andobjectives

Solves problems,

identifiesresources, makes

decisions

Consistently

demonstrate highlevel team

characteristics,achieve results,implement

change, createnew learning

P 3


12/53

Lencionis5 dysfunctions of a team

Patrick Lencioni

P 3, in red


13/53

Patrick Lencioni

P 3


14/53

John 15:5

I am the vine . . . Apartfrom me you can do

nothing.

P 4, Quick Notes


15/53

TIMEPRAYER

INDIVIDUAL & GROUP

P 4, Quick Notes


16/53

GUARDED

DEFENSIVE

WATCHFUL

RISK AVERSE

CRITICAL OF OTHERS

TEAM CULTURE

P 4, Quick Notes


17/53

Quick & Genuine Apologies

Open Admission of Weaknesses & Mistakes

Comfortable sharing about personal lives

HIGH TRUST

P 4, Quick Notes


18/53

LEADERgoes first

LEADERis authenticMaintain a safe culture

HIGH TRUST

P 4, Quick Notes


19/53

Personal Histories Exercise

Team Effectiveness ExercisePersonality & Behavioral Preferences Profiles

360-Degree Feedback

Experiential Team Exercises

HIGH TRUST

P 4, Quick Notes


20/53

Self-knowledge

Self-Acceptance

Self-Disclosure

LINK TO HIGH TRUST

P 4, Quick Notes


21/53

Personality Characteristics

Leadership Styles

Learning Styles

Gifts Inventories

Family of Origin / Life Experiences

PERSONAL HEALTH &AWARENESS

P 4, Quick Notes


22/53

Yields False Peace

Issues UnresolvedFails to tap diverse perspectives

CONSEQUENCES

P 4, Quick Notes


23/53

Passionate, Unguarded Discussion

Compelling Team MeetingsMost Difficult Issues Engaged & Resolved

PRODUCTIVE CONFLICT

P 4, Quick Notes


24/53

LEADERmines for conflict

Real-Time Permission for conflict

PRODUCTIVE CONFLICT

P 4, Quick Notes


25/53

Conflict Management Training

Personality & Behavioral Instruments

PRODUCTIVE CONFLICT

P 4, Quick Notes


26/53

Choose Dialogue vs. Discussion

PRODUCTIVE CONFLICT THROUGHPURPOSEFUL COMMUNICATION

P 4, Quick Notes

Confront Defensive Routines


27/53

Reflect on assumptions

Inquire about othersParticipate as peers

Expose own thinking

Dialogue is RIPE for fruitfuloutcomes.

Persuade

AnalyzeDefend

Discussion PADs our abilityto learn from others.

Dialogue - Discussion

P 4, Quick Notes


28/53

Polite Brush Off

Logical Put Down

Passionate Discourse

Heated Attack

Conflict Avoidance

JustificationThe Lie

Hurt Feelings

Triangulation

Feigned IgnoranceThe Joke

The Sulk

Defensive Routine:

That which prevents the

occurrence oflearning in theindividual.

Confront Defensive Routines

P 4, Quick Notes


29/53

Desire for Consensus

Need for Certainty

BARRIERS

P 4, Quick Notes

Inability to Follow Through

No Action

CONSEQUENCES


30/53

Know what others are working on

Understand personal contribution to teamTeam Confident of Others Commitment

Specific Resolutions & Calls to Action

HIGH COMMITMENT

P 4, Quick Notes


31/53

LEADERforces clarity & closure

Hearing Given but Consensus Not RequiredAvoid Data Paralysis

HIGH COMMITMENT

P 4, Quick Notes


32/53

Cascading Messaging

DeadlinesContingency and Worst-Case Scenario Analysis

Low-Risk Exposure Therapy

HIGH COMMITMENT

P 4, Quick Notes


33/53

Genesis 11 - Tower of Babel

HIGH COMMITMENTTO SHARED VISION

And this is what they began to do,and now nothing which theypurpose to do will be impossiblefor them. (Gen. 11:6)

P 4, Quick Notes


34/53

Spoke the same language - TERMS

Agreed on their goal - WHATAgreed on structure & methodology - HOW

PEOPLE OF BABEL

P 4, Quick Notes


35/53

Destructive Behaviors Unchecked

MediocrityMissed Deadlines

Leader Burdened as Sole Source of Discipline

CONSEQUENCES

P 5, Quick Notes


36/53

Team Members Call Unproductive Behaviors

Concern About Letting Down PeersTeam Members Challenge Plans & Approaches


P 5, Quick Notes


37/53

LEADERConfronts Difficult Issues

LEADERAllows Team Provide AccountabilityAcknowledge Interpersonal Discomfort

Acknowledge Tendency to Avoid


P 5, Quick Notes


38/53

Public Goals and Standards

Simple & Regular Progress ReviewsTeam Rewards


P 5, Quick Notes


39/53

Leader Role rotates according to need and

competenciesAbility to be leader, peer, and follower (ChurchLeadership, Weems, p. 74)

Reciprocity of influence(Weems, p. 80)

MUTUAL ACCOUNTABILITY THROUGHSHARED LEADERSHIP

P 5, Quick Notes


40/53

Goals Unachieved

Individual Needs Supercede Team NeedsHigh Performance Members May Leave

CONSEQUENCES

P 5, Quick Notes


41/53

Individual Sacrifices for Sake of Team

Failure UnacceptableRecognition Sought for Others

HIGH RESULTSORIENTATION

P 5, Quick Notes


42/53

Maintain Focus on Collective Goals of Team

Near-term, Controllable ResultsObjectives that the Leaders Set for Themselves


P 5, Quick Notes


43/53

Public Declaration of Results

Results-Based Rewards


P 5, Quick Notes


44/53

P 5, Quick Notes


45/53

LEADERvalues learning

Thrives at Ground ZeroDestroys Barriers to Learning

RESULTS ORIENTED

P 5, Quick Notes


46/53

Assess the Culture

Reduce Pace of ChangeCheck Your Relationships

Accept New Challenges

PURSUES LEARNING

The Learning Congregation, Thomas R.Hawskins, chapter 5,

P 5, Quick Notes


47/53

Useful for?

Not useful for?

PIECES OF CLOTH

Team Exercise


48/53

Diversity

CompetencyGiftedness

Passion

BENEFITS

Suppose the whole body were an

eyethen how would you hear? Or ifyour whole body were just one big ear,

how could you smell anything?I Corinthians 12:17 (NLT)

P 5, Quick Notes


49/53

Personality & Behavorial Inventories

Spiritual Gift AssessmentsTrial Assignments on Team

Go Put Your Strengths to Workby Marcus

Buckingham

APPROPRIATE GIFTS &SKILLS

P 5, Quick Notes


50/53

Highly

ProductiveTeam


51/53

Silos


52/53

Inter-Connected


53/53

5 dysfunctions of a team

Ambiguity

Artificial

harmony

Invulnerability

LowStandards

Status andEgo

Pg. 97

5 dysfunctions

Documents