In the years following the publication of Patrick Lencioni's best-seller The Five Dysfunctions of a Team, fans have been clamoring for more information on how to implement the ideas outlined in the book. In Overcoming the Five Dysfunctions of a Team, Lencioni offers more specific, practical guidance for overcoming the Five Dysfunctions-using tools, exercises, assessments, and real-world examples. He examines questions that all teams must ask themselves: Are we really a team? How are we currently performing? Are we prepared to invest the time and energy required to be a great team? Written concisely and to the point, this guide gives leaders, line managers, and consultants alike the tools they need to get their teams up and running quickly and effectively.
Table of Contents
- WHY A FIELD GUIDE?
- I. Getting Clear on the Concept
II. Overcoming the Five Dysfunctions of a Team
- 3. OVERCOMING DYSFUNCTION #1
- 4. OVERCOMING DYSFUNCTION #2
- 5. OVERCOMING DYSFUNCTION #3
- 6. OVERCOMING DYSFUNCTION #4
- 7. OVERCOMING DYSFUNCTION #5
III. Answering Questions and Anticipating Problems
8. COMMON QUESTIONS
- 8.1. How long does it take to build a team?
- 8.2. How many people should be on a team?
- 8.3. How likely is it that you'll have to lose (remove) a member of the team in order to make progress?
- 8.4. How much can be accomplished during a two-day off-site session?
- 8.5. If I'm a manager of the team, should I use an outside consultant or facilitator?
9. OBJECTIONS FROM PARTICIPANTS
- 9.1. "We can't take two whole days out of the office!"
- 9.2. "But we have real work to do!"
- 9.3. "These touchy-feely sessions are nonsense!"
- 9.4. "This is just another flavor of the month. Next quarter we'll be on to something new."
10. OBSTACLES TO AVOID
- 10.1. The leader isn't truly committed to building a team.
- 10.2. Team members are holding back.
- 10.3. Someone is dominating the session.
- 10.4. Team members are geographically dispersed and don't spend much time together.
- 10.5. A top performer isn't interested in or committed to the team-building process.
- 10.6. A team member reports to two different teams.
- 8. COMMON QUESTIONS
IV. Building the Team
- 11. TEAM-BUILDING ROAD MAP
12. THE INITIAL OFF-SITE
- 12.1. Overview and Assessment (one or two hours)
- 12.2. Building Trust (two to four hours)
- 12.3. Mastering Conflict (one or two hours)
- 12.4. Achieving Commitment (two to six hours)
- 12.5. Embracing Accountability (one or two hours)
- 12.6. Focusing on Results (one hour)
- 12.7. Off-Site Wrap-Up and Follow-Up
13. TOOLS AND EXERCISES IN DETAIL
- 13.1. PRELIMINARY WORK
- 13.2. PRELIMINARY WORK
- 13.3. TEAM ASSESSMENT
- 13.4. INDIVIDUAL SCORING
- 13.5. BUILDING TRUST
- 13.6. BUILDING TRUST
- 13.7. MASTERING CONFLICT
- 13.8. MASTERING CONFLICT
- 13.9. MASTERING CONFLICT
- 13.10. MASTERING CONFLICT
- 13.11. MASTERING CONFLICT
- 13.12. MASTERING CONFLICT
- 13.13. ACHIEVING COMMITMENT
- 13.14. ACHIEVING COMMITMENT
- 13.15. ACHIEVING COMMITMENT
- 13.16. ACHIEVING COMMITMENT
- 13.17. ACHIEVING COMMITMENT
- 13.18. EMBRACING ACCOUNTABILITY
- 13.19. FOCUSING ON RESULTS
- 13.20. FOLLOW-UP
- GLOSSARY OF TERMS
- About the Author
- Title: Overcoming the Five Dysfunctions of a Team: A Field Guide for Leaders, Managers, and Facilitators
- Release date: March 2005
- Publisher(s): Jossey-Bass
- ISBN: 9780787976378