1. Five Dysfunctions of a Team

2. Why are teams important? What do teams look like?
Why are teams important?—Hard for groups of persons to work for a common goal without a team approach for maximum effectiveness and workability.
What do teams look like?—Can be any number of persons as illustrated by our pictures but we all know the vision and mission must be there and all parties think about the company (school) and not their personal status or longevity.
What makes teams “tick”?—All members of the team work together and are constantly reminded of the goals. The goals need to be doable and attainable for not within easy reach just to get there. The main
When can this model be used?—Any time a group of persons want to reach a new goal and are willing to work diligently, religiously and constantly. Conflict will be a product of the model but is an healthy item when used properly.
What makes teams “tick”?
When can this model be used?

3. The Dysfunction Model Absence of Trust--Invulnerability
Begins when there is an unwillingness to be vulnerable within the group. Team members need to be open to mistakes and willing to admit their weakness then ask for help.
Absence of Trust--Invulnerability

4. Trust is… Willingness to admit weaknesses and mistakes Ask for help
Accept questions and input about their areas of responsibility
Give one another benefit of doubt before arriving at conclusion
Take risks
Focus time and energy on important issues, not politics
Look forward to meetings as opportunities to work with team
Lencioni, Patrick. The FIVE Dysfunctions of a TEAM, Jossey-Bass Publisher, San Francisco, CA., 2002, pg.197.
Here are some examples of trust definition in the book. Just make sure your participants have noticed these. Pay particular focus to the 6th bullet—not politics. Be sure they understand this.
The last bullet is very important!!!!

5. The Model Fear of Conflict—Artificial Harmony
Without trust this will be more apparent than ever. This dysfunction engages debate and passionate discussion. There is no guarded comments yet all persons are aware of the team and the trust that is there. Meetings are the best place to resolve conflict to keep the goals and mission in mind for the growth and opportunity for success. Trust allows the conflict to be useful for the goal. Artificial Harmony means that people agree just to move along and get out of meeting. Most of the time they are not listening and start doing their own agenda—reading paper, grading papers, doing lesson plans, etc.
Fear of Conflict—Artificial Harmony
Absence of Trust--Invulnerability

6. Conflict
Imperative to meet conflict “head on”. Any avoidance causes team deterioration.
Acknowledging conflict is healthy and the first step to working as a team.
Team members need to know that conflict is necessary and coach each other to keep conflict going until resolved
During a meeting where conflict occurs, team lead needs to remind others that this conflict is healthy and necessary!
What situation has occurred recently that conflict was an issue or should have been?
Ask the question and allow time for discussion. How was the conflict resolved? Who made the decisions? What has happened to the conflict since time of event?
Look at the chart paper and define conflict after these discussions.

7. Conflict is healthy!!! Ask Questions Take a Risk

8. The Model Lack of Commitment--Ambiguity
Lack of healthy conflict causes lack of commitment. Passionate and open debate causes team members to buy in to roles, responsibility and decisions. Egos must be put aside so that the decisions are for the goals of the group, company, school, etc.
Fear of Conflict—Artificial Harmony
Absence of Trust--Invulnerability

9. Commitment
Clarity and buy-in are two functions that must happen every time.
Consensus—all ideas must be heard and considered before this can be effective
Certainty—unity behind decisions yet little assurance about clarity and buy-in—used when consensus not possible
Important—conflict underlies the willingness to commit without perfect information
Look at the notes on chart paper regarding commitment. What is missing and needs to be added or what needs to be removed from the sheet and why?
Be sure to note the Consensus and Certainty

10. Commitment is…. Clarity around directions and priorities
Alignment of entire team around common objectives
Developing an ability to learn from mistakes
Taking advantage of opportunities before competitors do
Moving forward without hesitation
Changing direction without hesitation or guilt

11. The Model Avoidance of Accountability —Low Standards
Lack of Commitment--Ambiguity
This is the unwillingness of team members to tolerate the interpersonal discomfort that accompanies calling a peer on his or her behavior and the more general tendency to avoid difficult conversations.
Fear of Conflict—Artificial Harmony
Absence of Trust--Invulnerability

12. Accountability
Peer Pressure is the most effective and efficient means of keeping high standards.
Defined as willingness to call their peers on performance or behaviors that might hurt the team
Ways to assist: publish goals and standards for all to see; frequent progress reports; team rewards

13. Team members hold each person accountable so that the team …
Ensures that poor performers feel pressure to improve
Questions each other without hesitation to confirm goals and path
Holds high standards for all persons to reach goal
Reach goal(s) through total team effort.

14. The Model Inattention to results— Status and Ego
Avoidance of Accountability
—Low Standards
Lack of Commitment--Ambiguity
Failure to hold one another accountable leads to individuals working for their own benefit. The team must work together to trust one another, engage in conflict for the good of the goal, commit to the goal and work feverishly toward that goal, hold each person on the TEAM accountable for their part and focus on the results
Fear of Conflict—Artificial Harmony
Absence of Trust--Invulnerability

15. Results
This is the ultimate dysfunction: ego and individual growth and status
The established goals and standards must be the focus. It is not the individual, department, group BUT the team that succeeds.
There is no “I” in TEAM. We have to work together for the good of the whole or the work does not get done effectively or efficiently.

16. Results Activity Create a chart with three columns:
Great Things we have done AS A TEAM!
Things we have done we NEVER want to do again!!
Things we have not done that we want to do!!!
This activity can be done several times and used as a benchmark at each meeting or quarterly meeting. This will keep the team on track to goal and have everyone see the WE.

17. Focusing on results causes a team to….
Have all persons achievement oriented.
Totally eliminates egos and status seekers
Celebrates successes and rethinks failures for good of team
Keeps distractions to a minimum with ideal elimination of distractions.

18. Result focus on. . . Achievement oriented employees
Avoids distractions
Keeps the TEAM together with the “I”.
Minimizes individual behaviors.

19. The Role of the Leader. . .
 to model the behavior, and to set up a structure to facilitate the behavior. An example of modeling a behavior would be to show one’s willingness to be vulnerable, to model Trust. An example of setting up a structure to facilitate a behavior would be to go around the table in a meeting to give each person a chance to state concerns, to facilitate Commitment.  .

20. Reflections Trust—What did we learn?
Conflict—Did we resolve any conflicts? Are we adjusting our schedules? When will we cross the hall and communicate?
Commitment—What are we committed to doing?
Accountability—Who will lead the standards?
Results—There is no “I” in TEAM!!!
This book has a set of questions that can be used to determine which dysfunction your group needs to work on first. There are only 15 questions and the scoring is quite simple.
This entire PD will take approximately 90 minutes to show your cadre members. But if they do this with their staff it could take multiple meetings in order to get through all the dysfuctions with exercises to explain.