Five Dysfunctions of a Team: A Focus on Mastering Conflict Presented by Jon Morse, MBA www.TheCenterForSuccess.com 210-286-7041

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

THE FIVE DYSFUNCTIONS OF A TEAM Patrick Lencioni

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.

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

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

FUNDAMENTAL #2

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!

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

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

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

Conflict Management: A DiSC®-Based Approach Leader’s Guide Jon Morse www.TheCenterForSuccess.com 210-286-7041 ©2007 by Inscape Publishing, Inc. All rights reserved.

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

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

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

Managing Conflict! Homework Assignments Speed of Trust Team Assessment _______________

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