Dysfunctions of Teams

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FIVE DYSFUNCTIONS of a TEAM

The FIVE DYSFUNCTIONS of a TEAM addresses the five obstacles that prevent even the best teams from succeeding. This tool offers a powerful model and actionable steps that can be used to overcome common hurdles and build a cohesive, effective team

The Five Dysfunctions of a Team:
Absence of Trust
Fear of Conflict
Lack of Commitment
Avoidance of Accountability
Inattention to Results
The Facilitator Guide provides everything you need to deliver a high-impact workshop for intact teams, including an introduction to the model, instructions for administering and debriefing the 38-item team assessment, and a script for presentation delivery.
Learning Outcomes

Discover teamwork is a strategic choice. It’s a purposeful decision that organizations make.
Go to HRDQ to learn more about this team tool: Understand that functional teams make higher-quality decisions and accomplish more in less time.
Learn the Five Dysfunctions of a Team model.
Overcome common problems that stop your team from performing.
Click on HRDQ now:

meeting repair kit

Meeting Repair Kit

Time spent in meetings can be the most productive part of your day, but only if you first understand what goes into a successful meeting. The Meeting Repair Kit is based on the concept that there are 6 working components of effective meetings. If any of these parts are missing or in poor working order, meetings will stall - or break down entirely.

The Meeting Repair Kit is divided into 6 learning modules, one for each essential component of successful meetings:
Purpose and Direction, Leadership, Interpersonal Relations, Decisions, Ground Rules, and Meeting Environment.
Individuals begin by evaluating and learning about different aspects of meetings, and then use exercises and activities from the "toolbox" to improve their meeting skills. Finally, participants apply their skills using these tools and the customizable templates during actual meetings. Upon completing all 6 modules, participants have a personalized meeting skill book to use as a handy reference tool!

Ideal for self-paced learning, established meeting groups, or trainer-led workshops, the Meeting Repair Kit can be used to:

Understand the nuts and bolts of effective meetings. Identify the key meeting elements in need of repair. Tune up individual and group meeting skills. Designed to be used one at a time or in sequence, each module includes a short survey to determine developmental needs, criteria for effective meetings, tools for repairing meeting skills, skill-building activities, tips for using tools in future meetings, key learning points, and customizable templates on disc. You can find the Meeting repair kit at HRDQ,

Why Teambuilding Fails
Copyright 2011 TIGERS Success Series By Beth Cohen

The old adage that a work team is more effective for solving problems and sparking innovation than individual efforts holds true in business. For this reason, many leaders try to form teams to harness the strengths of their employees and many of these efforts fail.

Why?
Rarely does that leader reflect on their business culture to determine if individual achievement is favored over collective success. As a result, how individuals or teams are rewarded and funded often predicts success or failure.
Therefore it is useful to review two distinct business models to determine where your company fits.

Individualistic Model
The business model practiced in the United Statesis fairly homogenous. In this model, individuals are vertically skilled and compete with other employees for promotion.

Upward promotion is based on linear individual achievement and competition for advancement is based on the success of the individual. Some workers describe this model as “dog eat dog” and “clawing your way to the top”.
Training is offered for technical skill development to prepare a manger for upward promotion. Opportunities for achievement are directed by others. In this culture, freedom and authority increase through promotion and leadership skills are learned through trial and error and on the fly.

Collaborative, Team-based Model

Employees are horizontally and vertically skilled and have cross-functional strengths. Opportunityfor advancement is the result of relationship skills – such as being able to confront issues, communicate clearly, solve problems and resolve conflict – and endorsement from team members. Team achievement, relational skills, team coordination skills, and respect from other team members are selection criteria when opportunities for advancement surface.
Training is focused on cross-functional achievement and opportunities for promotion come as a result of self-directed activities. Freedom and authority are realized as a group. Employees have opportunities to advance horizontally as well as vertically, based on learning, work, and team skills. Work is multi-dimensional and teams earn bonuses rather than a few people at the top of the organization.

Therefore, teams fail when team leaders and members lack the support, resources, relational skill training and recognition often withheld in the individualistic model.
Reprinted from "TigerTracks Tips Of the Month," an ezine featuring tips, articles and tools for building high performance teams. Subscribe at:

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