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