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Overcoming the Five Dysfunctions of a Team: A Field Guide for Leaders, Managers, and Facilitators

by Patrick Lencioni

March 2005

Beginner

172 pages

2h 21m

English

Jossey-Bass

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1.1. A QUICK OVERVIEW OF THE MODEL
2.1. Question #1: Are we really a team?2.1.1. Question #1: Are we really a team?2.1.2. Question #2: Are we ready for heavy lifting?
3.1. BUILDING TRUST3.1.1. Defining Trust3.1.2. The Difficulty of Vulnerability-Based Trust3.2. TOOLS AND EXERCISES3.2.1. The Personal Histories Exercise3.2.2. Behavioral Profiling3.2.2.1. Advice on Administering the MBTI3.2.2.2. Maintaining Momentum
4.1. MASTERING CONFLICT4.1.1. The Inevitability of Discomfort4.1.2. The Fear of Personal Conflict4.2. TOOLS AND EXERCISES4.2.1. Conflict Profiling4.2.2. Conflict Norming4.2.3. Mining for Conflict4.2.4. Real-Time Permission4.2.5. Meetings and Conflict4.2.6. Conflict Resolution Obstacles
5.1. ACHIEVING COMMITMENT5.1.1. Buy-In5.1.2. Clarity5.2. TOOLS AND EXERCISES5.2.1. Commitment Clarification5.2.2. Cascading Communication5.2.3. Committing to Key Principles5.2.4. Thematic Goals
6.1. EMBRACING ACCOUNTABILITY6.2. TOOLS AND EXERCISES6.2.1. Team Effectiveness Exercise6.2.2. Meetings and Accountability

7.1. FOCUSING ON RESULTS7.1.1. Distractions7.1.1.1. Distraction #1: Ego7.1.1.2. Distractions #2 and #3: Career Development and Money7.1.1.3. Distraction #4: My Department7.1.2. The Team #1 Dilemma7.2. TOOLS AND EXERCISES7.2.1. Scoreboard
8.1. How long does it take to build a team?8.1.1. 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?
9.1. "We can't take two whole days out of the office!"9.1.1. "We can't take two whole days out of the office!"9.2. "But we have real work to do!"9.2.1.9.2.1.1. Adrenaline Addiction9.3. "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."
10.1. The leader isn't truly committed to building a team.10.1.1. 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.
11.1. TIME LINE
12.1. Overview and Assessment (one or two hours)12.1.1. Overview and Assessment (one or two hours)12.1.1.1. Overview of the Five Dysfunctions (around half an hour)12.1.1.2. Review of Team Assessment Report Results (about one hour)12.2. Building Trust (two to four hours)12.2.1.12.2.1.1. Personal Histories Exercise (around fifteen minutes)12.2.1.2. Behavioral Profile Exercise (around two to four hours)12.2.1.3. Trust Review12.3. Mastering Conflict (one or two hours)12.3.1.12.3.1.1. Conflict Profiling (around thirty to sixty minutes)12.3.1.2. Conflict Norming (around thirty minutes)12.3.1.3. Conflict Resolution Obstacles (around thirty to sixty minutes)12.4. Achieving Commitment (two to six hours)12.4.1.12.4.1.1. Clarification of Team and Organizational Principles12.5. Embracing Accountability (one or two hours)12.5.1.12.5.1.1. Team Effectiveness Exercise12.6. Focusing on Results (one hour)12.6.1.12.6.1.1. Establishment of a Team Scoreboard12.7. Off-Site Wrap-Up and Follow-Up12.7.1.12.7.1.1. Commitment Clarification12.7.1.2. Cascading Communication12.7.1.3. Initial Off-Site Follow-Up
13.1. PRELIMINARY WORK13.1.1. Review of the Online Team Assessment13.2. PRELIMINARY WORK13.2.1. Review of the Short-Form Team Assessment13.3. TEAM ASSESSMENT13.4. INDIVIDUAL SCORING13.5. BUILDING TRUST13.5.1. Personal Histories Exercise13.6. BUILDING TRUST13.6.1. Behavioral Profiling13.7. MASTERING CONFLICT13.7.1. Conflict Profiling13.8. MASTERING CONFLICT13.8.1. Conflict Norming13.9. MASTERING CONFLICT13.9.1. Conflict Resolution Model13.10. MASTERING CONFLICT13.10.1. Conflict Resolution Exercise13.11. MASTERING CONFLICT13.11.1. Depth-Frequency Conflict Model13.12. MASTERING CONFLICT13.12.1. Thomas-Kilmann Model13.13. ACHIEVING COMMITMENT13.13.1. Commitment Clarification13.14. ACHIEVING COMMITMENT13.14.1. Cascading Communication13.15. ACHIEVING COMMITMENT13.15.1. Clarification of Team Principles13.16. ACHIEVING COMMITMENT13.16.1. Clarification of Organizational Principles13.17. ACHIEVING COMMITMENT13.17.1. Establishment of Thematic Goal13.17.1.1. The Challenge of Deprioritization13.17.1.2. The Specialist's Dilemma13.17.1.3. Determining the Length of the Period13.18. EMBRACING ACCOUNTABILITY13.18.1. Team Effectiveness Exercise13.19. FOCUSING ON RESULTS13.19.1. Establishment of Team Scoreboard13.20. FOLLOW-UP13.20.1. Initial Off-Site Follow-Up
13.21. MBTI®13.21.1. Thomas-Kilmann Conflict Mode Instrument13.21.2. Social Style Model™13.22. DiSC®13.22.1. Insights13.22.2. RightPath Profiles®13.22.3. TRI—Temperament Research Institute

Content preview from Overcoming the Five Dysfunctions of a Team: A Field Guide for Leaders, Managers, and Facilitators

Chapter 5. OVERCOMING DYSFUNCTION #3

ACHIEVING COMMITMENT

Like trust, conflict is important not in and of itself but because it enables a team to overcome the next dysfunction: the lack of commitment. And like its predecessors, commitment needs to be correctly defined before it can be achieved.

Note

Commitment is about a group of intelligent, driven individuals buying in to a decision precisely when they don't naturally agree. In other words, it's the ability to defy a lack of consensus.

Teams that commit to decisions and standards do so because they know how to embrace two separate but related concepts: buy-in and clarity. Buy-in is the achievement of honest emotional support. Clarity is the removal of assumptions and ambiguity from a situation. ...

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The Five Dysfunctions of a Team: A Leadership Fable

Publisher Resources

ISBN: 9780787976378