1. The Five Dysfunctions of a Team

2. A Leadership Fable
Patrick Lencioni wrote 5 Dysfunctions as a leadership fable

3. The Five Dysfunctions of a Team
Not this kind of Fable

4. The Five Dysfunctions of a Team
More like this kind of Fable
A story of a technology company that is struggling to grow and find customers. In the story the new CEO recognizes that the company has innovative products and great talent, however the executives are not working together as a team, negating the advantages of the companies innovative products and talented people.

5. The Five Dysfunctions of a Team
The team is struggling with their situation and are unable to come to agreement on an appropriate solution to their problems.
The team dynamics erode into naming, blaming and shaming, no one is accepting responsibility, deadlines are being missed and moral is on the decline. The executive team is unable to make important decisions and as a result the company is losing the battle for market share…

6. What’s this mean to Sponsored Research?

7. Performance
“If you could get all the people in an organization rowing in the same direction, you could dominate any industry, in any market, against any competition, at any time.”
Lencioni, Patrick, “The five dysfunctions of a team”, John Wiley & Sons

8. Team Alignment Finding good players is easy. Getting them to play as a
team is another story. - Casey Stengel

9. True Team
The true measure of a team is that it accomplishes the results that it sets out to achieve.
To do that on a consistent, ongoing basis, a team must overcome the five dysfunctions we will talk about today
Over the next hour we are doing to demonstrate that these 5 Dysfunctions can be seen in sponsored research and addressed.
We are going to look at the 5 Dysfunctions each with a video and at the end we will have time for comments, this is a book group after all.

10. 5 Dysfunctions Inattention to Results Avoidance of Accountability
Lack of Commitment
Enough about all that what are the 5 Dysfunctions
Fear of Conflict
Absence of Trust

11. Trust is all about vulnerability.
Absence of Trust
Trust is all about vulnerability.
Team members who trust one another learn to be comfortable being open, even exposed, to one another around their failures, weaknesses, even fears.
When it comes to teams, trust is the most important thing without it you do not have a team.

12. Video One: Absence of Trust
Jenny is a sponsored programs specialist in the Office of Sponsored Programs for a large public research university who is facing an impending deadline …

13. Dysfunction #I:
“Remember teamwork begins by building trust. And the only way to do that is to overcome our need for invulnerability.” ― Patrick Lencioni, The Five Dysfunctions of a Team: A Leadership Fable
NOTES: Group Dynamics: Forming, Storming, Norming, Proforming

14. Dysfunction #I:
Absence of Trust: Members of great teams trust one another on a fundamental, emotional level, and they are comfortable being vulnerable with each other about their weaknesses, mistakes, fears, and behaviors.
NOTES: Group Dynamics: Forming, Storming, Norming, Proforming

15. Dysfunction #I:
They must get to a point where they can be completely open with one another, without filters.
NOTES: Group Dynamics: Forming, Storming, Norming, Proforming

16. Dysfunction #I:
The key to overcoming a lack of trust is shared experiences, multiple follow – through and integrity.
In the fable the team completes a Myers Briggs assessment to get the team talking about one another’s strengths and weaknesses and so become comfortable with one another.

17. Dysfunction #I: Role of the leader
The primary role of the leader is to lead my example, be the first one to be vulnerable, and create an environment where it’s safe to be vulnerable.
Building trust makes conflict possible!
In the fable the team completes a Myers Briggs assessment to get the team talking about one another’s strengths and weaknesses and so become comfortable with one another.

18. Video Two: Fear of Conflict
OSP as a political and unpleasant place to work
Daniel is the leader of a team of federal grant accountants in the OSP office of an academic medical center. Daniel’s weekly team meetings are a low-point on everyone’s calendar for good reason …

19. Dysfunction #2:
Fear of Conflict:... teams that trust one another are not afraid to engage in passionate dialogue around issues and decisions that are key to the organization's success.
They do not hesitate to disagree with, challenge, and question one another, all in the spirit of finding the best answers, discovering the truth, and making great decisions.

20. Dysfunction #2:
Trust is the foundation of great teams and it’s trust that makes team conflict possible.
“Harmony itself is good, I suppose, if it comes as a result of working through issues constantly and cycling through conflict. But if it comes only as a result of people holding back their opinions and honest concerns, then it’s a bad thing.”

21. Dysfunction #2:
We wear masks and focus on being nice to everyone. however, productive conflict is required for teams to become functional. This allows for meaningful dialogue where people are open to share, without feeling fearful of reprisal or criticism. One of the worst team dysfunctions is when you have a team of “yes men”.

22. Dysfunction #2:
On one end, there is artificial harmony with no conflict at all, and on the other there are mean-spirited, personal attacks. In the exact middle of that continuum there is a line where conflict goes from constructive to destructive or vice versa, depending on which direction you're going.

23. Dysfunction #2: Role of the leader
Mine For Conflict
Conflict Profiling
Someone's conflict profile is determined by
Temperament & Personality
Cultural background and family norms
Great teams don’t hold back their opinions.
But team members must understand one another's conflict profiles.
A practical ways to go about helping your team get more comfortable with productive conflict. And the first thing your team will want to do is determine its conflict profile.
On one extreme are the people who are comfortable screaming and shouting and arguing passionately; on the other are those who aren't comfortable airing the mildest of dissenting opinions out of fear of offending. It's important for the team to understand where people fall in this range, and why they fall there, so they can establish a conflict culture that everyone understands and adjusts to.
As odd as it may sound, a leader should interrupt team members who are in the midst of an uncustomary debate, simply to remind them that what they are doing is okay. I've done this many times, sometimes with senior executives of large companies, and frankly, I always feel somewhat paternal doing it.

24. Video Three: Lack of Commitment
Implementation of something as large as a new University policy requires commitment from the whole university
We will now join Rhonda a compliance officer for a predominantly undergraduate institution.
She is meeting with her supervisor, the vice provost, about a recent executive meeting where decisions were supposed to made that impact her work.

25. Dysfunction #3:
Lack of Commitment ... teams that engage in unfiltered conflict are able to achieve genuine buy-in around important decisions, even when various members of the team initially disagree. That's because they ensure that all opinions and ideas are put on the table and considered, giving confidence to team members that no stone has been left unturned.

26. Dysfunction #3:
When teams engage in productive conflict they can confidently commit and buy-in to decisions. Commitment is a function of clarity and buy-in. Productive teams make clear decisions and are confident that they have the support from every team member. A lack of commitment usually arises from not hearing all the teams concerns before making a decision.
At the end of the day everyone needs to get to the point where they can say, “I may not agree with your ideas but I understand them and can support them.”
Commitment Clarification With five minutes to go at the end of a meeting-any type of meeting-the leader of the team needs to call a question: What exactly have we decided here today? At the white board, the leader writes down the decisions that the group thinks it has made. In many cases, team members see what the leader is writing on the board and react: "Wait a second. That's not what I thought we agreed on." And so the group dives back into the conversation until everyone is clear.
Patrick Lencioni. Overcoming the Five Dysfunctions of a Team: A Field Guide for Leaders, Managers, and Facilitators (J-B Lencioni Series) (Kindle Locations ). Kindle Edition.

27. Dysfunction #3: Role of the leader
Force Clarity and Closure
“The point here is that most reasonable people don’t have to get their way in a discussion. They just need to be heard, and to know that their input was considered and responded to.”
“When people don’t unload their opinions and feel like they’ve been listened to, they won’t really get on board.”
Commitment Clarification With five minutes to go at the end of a meeting-any type of meeting-the leader of the team needs to call a question: What exactly have we decided here today? At the white board, the leader writes down the decisions that the group thinks it has made. In many cases, team members see what the leader is writing on the board and react: "Wait a second. That's not what I thought we agreed on." And so the group dives back into the conversation until everyone is clear.
Patrick Lencioni. Overcoming the Five Dysfunctions of a Team: A Field Guide for Leaders, Managers, and Facilitators (J-B Lencioni Series) (Kindle Locations ). Kindle Edition.

28. Video Four: Avoidance of Accountability
Accountability is an over-used word in today’s culture and as a result it has lost much of its meaning. Brian is a department administration in a mid-sized land-grant university who is getting a different answer from each person he talks to in the OSP

29. Dysfunction #4:
Avoidance of Accountability:... teams that commit to decisions and standards of performance do not hesitate to hold one another accountable for adhering to those decisions and standards. What is more, they don't rely on the team leader as the primary source of accountability, they go directly to their peers.

30. Dysfunction #4:
Without team commitment you cannot have accountability. If the team is to be accountable, everyone must have a clear understanding of what is expected of them.
“People aren’t going to hold each other accountable if they haven’t clearly bought in to the same plan.”

31. Dysfunction #4: Role of the leader
Confront Difficult Issues
It’s important to make clear what the team’s standards are, what needs to get done, by who and by when. Ambiguity is the enemy of accountability.
It’s often the case, that when teams are not holding one another accountable it’s usually because they’re not measuring their progress.

32. Video Five: Inattention to Results
Who is your First Team?
How to put your OSP team and Institute First
Being help accountable to Goals
The story of how she got fired from a previous job because she promoted an employee who everyone hated, like Mikey, when she probably should have fired him because his negative behavior was bringing down the performance of the entire department.
Don is the director of the OSP of a mid-sized academic medical center plagued with financial concerns and the impending sequestration.

33. Dysfunction #5:
Inattention to Results: ... teams that trust one another, engage in conflict, commit to decisions, and hold one another accountable are very likely to set aside their individual needs and agendas and focus almost exclusively on what is best for the team.

34. Dysfunction #5: Role of the leader
Focus on Collective Outcomes “Our job is to make the results that we need to achieve so clear to everyone in this room that no one would even consider doing something purely to enhance his or her individual status or ego. Because that would diminish our ability to achieve our collective goals. We would all lose.” Page
When teams are not held accountable the team members tend to look out for their own interests, rather than the interests of the team. A healthy team places team results as the most important goal.

35. Role of the Leader Inattention to Results Avoidance of Accountability
Lack of Commitment
Fear of Conflict
Absence of Trust
Focus on Collective Outcomes
Confront Difficult Issues
Force Clarity and Closure
Mine For Conflict
Go First

36. Cohesive Teams
“…and imagine how members of truly cohesive teams behave:
1. They trust one another. 2. They engage in unfiltered conflict around ideas. 3. They commit to decisions and plans of action. 4. They hold one another accountable for delivering against those plans 5. They focus on the achievement of collective results.”

37. Questions you need to ask…
Sometimes a team improvement effort is doomed from the start because the group going through it isn't really a team at all, at least not in the true sense of the word. You see, a team is a relatively small number of people (anywhere from three to twelve) that shares common goals as well as the rewards and responsibilities for achieving them. Team members readily set aside their individual or personal needs for the greater good of the group.

38. #1: Are we really a team?
Sometimes a team improvement effort is doomed from the start because the group going through it isn't really a team at all, at least not in the true sense of the word. You see, a team is a relatively small number of people (anywhere from three to twelve) that shares common goals as well as the rewards and responsibilities for achieving them. Team members readily set aside their individual or personal needs for the greater good of the group.

39. #2: Are we ready for heavy lifting?
Having said all that (in question #1), let me be very clear: the advantages of being a true team are enormous. But they can't be achieved without a willingness to invest considerable time and emotional energy in the process.
Unfortunately, many teams aren't prepared for this, and try to take shortcuts and half measures. Not only does this prevent them from making progress, it can actually lead to a decrease in the team's performance.

40. Conclusion
Over the course of the next year our team implemented decision and review roles and responsibilities and collective goals.
The Five Dysfunctions Model can be viewed in a more positive way by thinking of what good teams do instead of what hurts teams.  Good teams trust each other, engage in constructive ideological conflict and do not hold back, commit to the decisions and plans they make, hold each other accountable for working to make plans happen, and they are focused on collective results.

41. Patrick Lencioni. Overcoming the Five Dysfunctions of a Team: A Field Guide for Leaders, Managers, and Facilitators (J-B Lencioni Series) (Kindle Locations 55-56). Kindle Edition.