Five Dysfunctions of a Team:
A Focus on Mastering Conflict
Presented by
Jon Morse, MBA
www.TheCenterForSuccess.com 210-286-7041
Our Agenda
•Overview & Recap of Lencioni 5D
•4 Styles (Direct, Empathetic, Diplomatic, Analytical)
•Resolution Opportunities
•Identify Common Goals
•Acknowledge all sides of the issue
•Listen without interruption
•Avoid exaggeration
•Use I statements
•Depth –Frequency Conflict model
•Conflict Resolution Model
•Resolution Obstacles: physical environment and Individual
•Conflict Norming
•Homework
obstacles
THE FIVE DYSFUNCTIONS OF A TEAM
Patrick Lencioni
FUNDAMENTAL #1: TRUST
•Trust is the foundation for teams.
•Without trust none of the other parts
of the team model will work.
•Of all the qualities of a team,
TRUST is the MOST IMPORTANT!
•Trust is also the most rare quality.
Lack of Trust
Members of a team that do not have trust…
•Conceal their weaknesses & mistakes
•Hesitate to ask for help
•Don’t offer to help the team or other staff
•Jump to conclusions
•Fail to recognize other’s skills
•Hold grudges
•Avoid spending time together
SUMMARY—BUILDING TRUST
• Trust is the foundation of teamwork
• On a team, trust is about vulnerability
• Building trust takes time, but the process
can be accelerated
• Like a good relationship, trust must be
maintained over time
FUNDAMENTAL #2
Why Have Conflict on a Team? Isn’t
Conflict Bad?
Teams that fear conflict…
• Have boring meetings
• Create environments where politics and personal attacks
thrive
• Ignore controversial topics that are critical to team success
• Fail to tap into all the opinions and perspectives of team
members
• Waste time & energy with posturing and interpersonal risk
management
Conflict can be bad when it’s DESTRUCTIVE
Teams need CONSTRUCTIVE Conflict in
order to be effective!
Destructive vs Constructive Conflict
DESTRUCTIVE TEAM
CONFLICT
• “Venting” outside of
meeting
• Political
• Prideful
• Competitive
• I win. I’m right.
• Not listening to other
ideas
• Manipulative
• Avoidance
• Personal attacks
CONSTRUCTIVE TEAM
CONFLICT
• Passionate
• Unfiltered debate
• Important issues are
discussed
• Humble pursuit of truth
• Focus is on issues
• Evaluating other peoples’
ideas
Lack of Trust
Members of a team that do not have
trust…
•Conceal their weaknesses & mistakes
•Hesitate to ask for help
•Don’t offer to help the team or other staff
•Jump to conclusions
•Fail to recognize other’s skills
•Hold grudges
•Avoid spending time together
Your Work Style p5
•
•
•
•
•
•
Contributions to the Organization
Leadership Style
Preferred Work Environments
Preferred Learning Style
Potential Pitfalls
Suggestions for Development
Conflict Management:
A DiSC®-Based Approach
Jon Morse
www.TheCenterForSuccess.com
210-286-7041
12
To get to the middle
teams have to
acknowledge and
address other
distractions and
barriers:
1.
2.
3.
4.
Informational
Environmental
Relationship
Individual
Ref: Patrick Lencioni, 5
Dysfunctions of a Team
Depth-Frequency Conflict Model
1.
2.
3.
4.
5.
Choose an issue
Review prior
discussions of the
issue and analyze
according to the
model
Look for all possible
Compare answers
discuss impact to
decision making
process
How do you address
these issues to
improve team
engagement
Ref: Patrick Lencioni, 5
Dysfunctions of a Team
Conflict Norming
• Review and write down individual preferences
relating to acceptable and unacceptable behaviors
around discussion and debate (e.g., language, tone
of voice, emotional content, avoidance of
distractions…)
• Review your preferences with the team (I’ll
capture areas of similarity and differences.
• Discuss and arrive at common understanding of
acceptable behaviors.
• Record and distribute
Managing Conflict!
Homework Assignments
•
•
•
•
•
•
•
Speed of Trust
Team Assessment
_______________
_______________
_______________
_______________
_______________
SUMMARY—MASTERING CONFLICT
• Good conflict is about unfiltered, passionate
debate around issues
• Conflict will at times be uncomfortable
• Conflict norms must be clear
• The fear of personal conflict should not
prevent productive debate