As summer approaches, it is time to reflect on the year past as we prepare for the year to come. One summer, I realized that the past year definitely had not gone as smoothly as any of us wanted. The middle school administrator recommended a book to have us all read: The FIVE Dysfunctions of a TEAM by Patrick Lencioni, author of the national best seller The Advantage. If this past year was not as smooth as you desired or as smooth as other members of the administrative team believed it could be, check this easy to read “leadership fable.”
The first observation was the Absence of Trust…at all levels, but particularly with each other at the administrative level. There is usually a push back when it is brought out in the open that distrust is present. No one wants it to be out there. To build trust, you each need to be more transparent. That may be more difficult for you, as the leader. You need to share too! To overcome ABSENCE OF TRUST, you must overcome a need for INVULNERABILITY.
The top of the pyramid listed Inattention to Results. As the fable continues, the different participants begin to take shots at what they each think is wrong … with each other. A good defense is an offense. So to keep status and ego in place, it is hoped that someone else is responsible for the organization not attaining results. So to overcome INATTENTION TO RESULTS, you must overcome a need to choose your words and actions based on how you want others to react rather than on what you really think. Status and ego cannot get in the way.
One dysfunction that seemed to immobilize our group was the Fear of Conflict as members pretended to occupy an Artificial Harmony. This is common when there are side bars and under the breath comments or political undertows that are made outside the room and never spoken out loud in the room. “I never agreed to that” allows one to feel he does not need to commit. Thus, another dysfunction was Lack of Commitment. When your side is not the prevailing side after a discussion, you stonewall efforts by no commitment. This provides Ambiguity which is not allowing for the achievement desired. The final dysfunction was Avoidance of Accountability. Setting Low Standards helps one to avoid accountability.
Absence of Trust stems from unwillingness to be vulnerable within the group. Team members who are not genuinely open with one another about their mistakes and weaknesses make it impossible to build a foundation for trust.
Fear of Conflict comes from lack of trust. Teams that lack trust are incapable of engaging in unfiltered and passionate debate of ideas. Instead, they resort to veiled discussion and guarded comments.
Lack of Commitment comes from lack of healthy conflict. Without having aired their opinions in the course of passionate and open debate, team members rarely, if ever, buy in and commit to decisions, though they may feign agreement during meetings.
Avoidance of Accountability results from lack of real commitment and buy-in. Without committing to a clear plan of action, even the most focused and driven people often hesitate to call their peers on actions and behaviors that seem counterproductive to the good of the team.
Inattention to Results occurs in an environment where members fail to hold one another accountable. Team members need to put the collective goals of the team above their individual needs (such as ego, career development, or recognition) or even the needs of their divisions.
Sounds simple …
1. Trust one another.
2. Engage in unfiltered conflict around ideas.
3. Commit to decisions and plans of action.
4. Hold one another accountable for delivering these plans.
5. Focus on the achievement of collective results.
… in theory. Do the heavy lifting with discipline and persistence to make it happen!
Have your team try the 15 question assessment to see where you are at and then implement the book for your own professional learning community. It made a difference for us.
The first observation was the Absence of Trust…at all levels, but particularly with each other at the administrative level. There is usually a push back when it is brought out in the open that distrust is present. No one wants it to be out there. To build trust, you each need to be more transparent. That may be more difficult for you, as the leader. You need to share too! To overcome ABSENCE OF TRUST, you must overcome a need for INVULNERABILITY.
The top of the pyramid listed Inattention to Results. As the fable continues, the different participants begin to take shots at what they each think is wrong … with each other. A good defense is an offense. So to keep status and ego in place, it is hoped that someone else is responsible for the organization not attaining results. So to overcome INATTENTION TO RESULTS, you must overcome a need to choose your words and actions based on how you want others to react rather than on what you really think. Status and ego cannot get in the way.
One dysfunction that seemed to immobilize our group was the Fear of Conflict as members pretended to occupy an Artificial Harmony. This is common when there are side bars and under the breath comments or political undertows that are made outside the room and never spoken out loud in the room. “I never agreed to that” allows one to feel he does not need to commit. Thus, another dysfunction was Lack of Commitment. When your side is not the prevailing side after a discussion, you stonewall efforts by no commitment. This provides Ambiguity which is not allowing for the achievement desired. The final dysfunction was Avoidance of Accountability. Setting Low Standards helps one to avoid accountability.
Absence of Trust stems from unwillingness to be vulnerable within the group. Team members who are not genuinely open with one another about their mistakes and weaknesses make it impossible to build a foundation for trust.
Fear of Conflict comes from lack of trust. Teams that lack trust are incapable of engaging in unfiltered and passionate debate of ideas. Instead, they resort to veiled discussion and guarded comments.
Lack of Commitment comes from lack of healthy conflict. Without having aired their opinions in the course of passionate and open debate, team members rarely, if ever, buy in and commit to decisions, though they may feign agreement during meetings.
Avoidance of Accountability results from lack of real commitment and buy-in. Without committing to a clear plan of action, even the most focused and driven people often hesitate to call their peers on actions and behaviors that seem counterproductive to the good of the team.
Inattention to Results occurs in an environment where members fail to hold one another accountable. Team members need to put the collective goals of the team above their individual needs (such as ego, career development, or recognition) or even the needs of their divisions.
Sounds simple …
1. Trust one another.
2. Engage in unfiltered conflict around ideas.
3. Commit to decisions and plans of action.
4. Hold one another accountable for delivering these plans.
5. Focus on the achievement of collective results.
… in theory. Do the heavy lifting with discipline and persistence to make it happen!
Have your team try the 15 question assessment to see where you are at and then implement the book for your own professional learning community. It made a difference for us.
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