The novel The Five Dysfunctions of a Team by author Patrick Lencioni, describes the five dysfunctions of a team using a fable-like story. The fable takes readers through the journey of a small executive team transforming from a dysfunctional team, to a functional, successful team. Rather than tell a summary of the novel, the application of these dysfunctions and their characteristics will be discussed and analyzed further.
The first dysfunction is absence of trust. This lack of trust creates the base of which all of the other dysfunctions stem from. A lack of trust in a team creates an uncomfortable environment, and shallow, meaningless relationships within the team members. This lack of trust also leads to a less productive group; the members of the group are unable to share their ideas and opinions freely. This first dysfunction creates the perfect breeding ground for the other four dysfunctions to stem from. The second dysfunction is fear of conflict. Without healthy conflict within teams groundbreaking ideas, designs, plans etc will never be formed. Without conflict in a group progress will be nonexistent. This lack of conflict also causes tensions within the team. Inner team issues will never be resolved because the issues will never be discussed. This causes team members to become resentful and lose interest in the well being and outcome of the team. The fear of conflict seen in many dysfunctional groups ties directly into the third conflict. The third dysfunction is a lack of commitment. When there is no trust or healthy conflict within a group, none of the members will be fully committed to the team’s goals. Teams suffering from this dysfunction typically revisit the same conversations multiple times and fail to come to an overall team consensus. These teams typically breed an environment of fear and failure. This lack of commitment also causes teams to be ambiguous with deadlines and the overall goals of the team. The lack of commitment seen in failing groups is the direct cause of the fourth dysfunction. The fourth dysfunction is avoidance of accountability. Teams who have this dysfunction also suffer from a lack of commitment. When no one in the group is fully committed to the goal or project they will never take responsibility for its failures. Members of these dysfunctional teams do not believe they are the cause of any problems because they did not agree to the idea in the first place. Teams suffering from this dysfunction have members who do not keep each other accountable. The team leader then has to to assume the burden as the sole source of discipline; this causes unneeded resentment within the team. When the previous four dysfunctions are combined they create the fifth dysfunction: inattention to results. This results in a team failing to grow and make progress. This is caused by a lack of achievement-oriented employees. Teams suffering from the fifth dysfunction do not keep the end goal in line or make it a priority. The members of the team worry about their own individual successes rather than the success of the team. The fifth dysfunction causes teams to have a lack of results and to fail repeatedly. When looking at any failing team, these dysfunctions can be seen in some way. It is important to understand how each dysfunction affects and feeds the others. Only when all the dysfunctions are resolved can a group truly be successful. But this is easier said than done. It takes dedicated members and a strong, caring leader to rehab a failing team into a successful one. Although it is difficult, any failing team can be transformed into a successful one once these dysfunctions are identified and rooted out.
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Many organizations based around discovery use the typical method of creating new ideas. This method falls short because it does not nurture ideas that are not at first a success. This leads to many potentially world changing ideas being shut down in their most ground level stages. The article “What Evolution Can Teach Us About Innovation” describes a new method of discovery which grows from failed ideas and eases the pressure for instant success. This method is based on two ideas from evolution: “variance generation” and “selection pressure.” Using these two methods to develop breakthrough ideas creates disruptive and wildly beneficial changes for society.
As a current/future leader, I would use this evolution based method to foster an emergent discovery culture in my organization. To do this, first the notion of “no bad ideas” must reign true. To create amazing breakthroughs, silly and infeasible ideas must be a part of the process. Letting these ideas shine momentarily opens up the door for truly disruptive, and out of the box ideas; the ideas changing the world. To create a variety of ideas, there must be a group of people with intersecting backgrounds and knowledge. Teams formed with diverse members tend to have a unique cross section of ideas, beliefs, and knowledge forming the foundation from which breakthrough ideas form. The formation of great ideas is just one part of the discovery process, what happens with the ideas when being tested is also important. When testing new ideas, most organizations put too much pressure on the initial results. This causes most ideas to be disregarded early in the testing process. This pressure also causes more failed results in the beginning stages and puts a tremendous amount of pressure on the testers. This pressure lowers morale and causes unnecessary stress in the workplace. To avoid these issues while in the beginning stages of testing, the initial result should be used to improve the idea rather than determining its success. This way of testing takes pressure off the testers, which tends to yield more successful results. This way of testing also nurtures more ideas in their beginning stages. This leads to more ideas becoming a successful reality. The testing stage should mimic “selection pressure” seen in evolution. This allows the ideas to prove their possible success on their own. The article compared this to Darwin and the finches he studied. Different traits of the birds stayed around because they proved to be more useful than others. The same method of elimination should be used in the process of testing new ideas. In order to create a discovery culture in an organization, ideation and testing of these ideas must mimic two processes of evolution: “variance generation” and “selection pressure.” When these two methods are used, more creative and disruptive ideas are created. These ideas are given more time to develop and prove their value, which leads to more breakthrough innovations. Having a diverse team is another element that fosters out of the box ideas. Using this process rather than the typical discovery process yields more high impact innovations, innovations capable of changing the world. Most people desire to leave a positive impact on the world when they die, but this is easier said than done. This desire can be summed up into one word “mattering.” Jordan Kassalow walks readers through his journeys to mattering in his novel Dare to Matter. Jordan defines mattering as not just one thing. Mattering is a complex mix of desire, ambition, empathy, faith, and many other things. Towards the beginning of the novel Jordan discusses how sacrifice is a key element to mattering. Focusing on sacrifice is key because “dedicating real time to the business of mattering… is the only way you will have the impact you want to have” (Kassalow 80). Ambition and dedication are key elements in what it means to matter. Getting started is the hardest part of any endeavor. Jordan describes it as a “flywheel.” It is difficult to get started and just as difficult to keep going, but “as long as you keep pushing, eventually your efforts will generate more and more momentum” (Kassalow 122). Mattering cannot be described by just a few words or even a few sentences. Mattering is a complex mix of emotions, actions, stories, and experiences, that when put together form your personalized journey to mattering.
Currently I am attending UNO and majoring in electrical engineering. Unlike many students I am not attending college for the “college experience” or because it is a societal norm. I am attending college so I can make a difference. My most challenging goal in life is to create more sustainable, affordable, and accessible methods of renewable energy. I am pursuing a degree in electrical engineering to do this. When I die, I want my contributions to live on far after me. Even if people do not know my name, I want people to use and benefit from what I created. I know that the next four to five years of my life will be extremely challenging and trying, but this only motivates me more. The driving force behind not only my academic motivation is the thought that one day millions of people might live better lives because of my contributions. This thought brings me joy, warmth, excitement, and fear, and anticipation; This thought is my motivation to matter. When approaching any sort of problem or conflict most people jump right into brainstorming a solution. While this tactic is useful and can be successful, it can also lead to a solution that solves only part of the problem. This is why empathy and being immersed into the environment of the “end-user” is crucial to creating successful and meaningful solutions. To really understand an issue you need to first examine and get to know the people directly affected by it. By doing this, tens if not hundreds of new, unexpected solutions will be created. Empathy is a crucial first step in a design process because it allows the developers to immerse themselves in the user’s environment and understand exactly how the issue affects people. Developers will begin to have a deeper connection to their end-user, and in turn, the final product will be created to perfectly fit the user and their issue. Empathy is the key first step in the design process; it immerses the developers into the experiences and the lives of the ‘end-user.” This immersion leads to solutions that are designed wholly with the impact on the end user in mind.
When approaching a new challenge or problem it is easy to fall in love with the first solution, and it is easy to assume you and your team are competent and capable of solving the issue. This mindset often leads to poor solutions, ones that don’t fix the issue completely. When designers approach a problem with a beginner’s mindset they will ideate more and think about who the problem is affecting. Designers who approach a problem with a beginners mindset will fully understand the root of the problem before any real brainstorming has begun. This mindset is crucial to empathize with the end-user; it allows designers to rid themselves of any bias or preconceived notions they have about the problem or the end-user. Frequently, bias, overconfidence, and haste take over design groups, leading to a sub-par solution, or no solution at all. This can be prevented by approaching the challenge with a beginner’s mind. A beginner’s mind is a clean slate, free of bias and preconceived notions; it is the perfect way to create a solution that benefits the end-user entirely. No one person can solve any issue by themselves; the largest and most challenging issues are solved by teams of people. Teamwork does have its challenges though. Conflicts often arise when working in groups and, if not resolved quickly, can be detrimental to the team’s effectiveness and success. In order to navigate these conflicts, team members must be comfortable and willing to express any issues that may arise. This type of open and accepting team environment is established when the team is formed. It is established when the team members gather and have a simple conversation about the correct ways to handle issues when they arise. Along with this, individual team members must put their egos aside and be willing to admit fault if necessary. In a team dynamic, not every idea is the right one; in order to keep the team’s momentum, all teammates must know when they should take a larger role in the group, or when they should take a step back to allow the people who are more suited to help. Setting guidelines early on how to address issues and setting aside individual egos and opinions when necessary will prevent conflicts from destroying a group’s momentum and progress. When working in groups to solve challenges and issues it is essential the team empathizes with their end user and fully immerse themselves into the end users environment. When approaching the issues, teams must have a beginner’s mindset; this allows the team members to unpackage the problem and understand all aspects of the issues itself and how it impacts people. Working in a group comes with its own ups, downs , and challenges, but to keep the team momentum flowing, teams must establish guidelines for approaching issues and know when to set aside their own ego for the benefit of the group. When I first began watching It Might Get Loud, I questioned where I would find elements of leadership and mattering. At first glance, the film appears to be about three electric guitarists coming together to share their stories and talents, but after watching the whole film with leadership and mattering in mind, it is clear the true theme of It Might Get Loud is about developing as a leader and finding your place in the world.
All three artists, Jack White, Jimmy Page, and David Evans, seemed hesitant to meet at first. Jack White proved this when he stated, “I hope I can trick them into showing me some of their secrets.” As the movie progresses and the artists become more comfortable with each other, they develop a mutual respect and appreciation for each other. Looking at the nonverbal expressions on the artists’ faces tells the viewer everything. These men have become so profoundly talented at their craft you can see the music flowing through them. These men completely let go when they are playing and the music takes over. Although it may not seem like it, this is leadership. Being able to let go and trust yourself and your instincts is a key aspect of leadership. The relationship these men formed with each other through the course of the film, made each of them a better leader. Mattering is another strong theme of the film. Every person has value, but to matter is a whole different thing. Mattering is making a meaningful impact in the world. Towards the end of the film, David Evans returns to his old school. He reflects on how his life would be if his band was not able to practice at the school. His expressions show just how profound it is that he came to be who he is today. This is mattering, realizing you have impacted the world in a positive way; realizing that after you die, you will still live on through the impacts you made. I chose to major in electrical engineering, so I can live a life that matters. My dream is to make sustainable energy and renewable resources more cost effective and accessible. When renewable energy becomes the norm, society can do away with coal, oil, and gas, resulting in less pollution. To live a life that matters, I would have to make an impact that would far outlive me; creating affordable renewable energy sources is how I plan on achieving this. Mattering and leadership go hand and hand. Great leaders will always leave a lasting impact on their people, community, and even the world. Everyone’s lives have value, but having a life that matters is taking that value and using it to its full potential. Benjamin Zander uses his experience as an orchestrator to relay a message of good leadership. He mentions the phrase “shining eyes” multiple times. Shining eyes are seen in people who are passionate, fulfilled, and living their best lives. Zander passionately expresses his purpose is to “awaken possibility in other people.” Zander knows he is doing this when he looks at the people in his orchestra and their eyes are shining. He then relates “shining eyes,” to having children; Zander expresses as a parent and a leader, it is most important to make sure your children’s eyes are shining. Children are moldable and impressionable; making sure children are happy and living to their full potential is the sacred responsibility of their parents. Zander knows children who are happy and living to their full potential, have shining eyes.
Leadership is the shining theme of Zander’s Ted talk and is a common theme in inspirational speeches, classrooms, and daily conversations. Leadership and the type of leader people are exposed to have profound impacts on them. Role models and celebrities are seen as leaders by many people. The impact these leaders have on society is huge, and that impact comes with a lot of responsibility. Leadership is a role many people take in which they are responsible for people, projects, and much more. Being a leader does not necessarily mean being a responsible leader. These are very different. Many times people are led astray by a leader who encourages bad behavior and choices. Although this person is a leader, they are not a responsible leader. Being a responsible leader takes morals, courage, and hard work. Responsible leaders put themselves last; the good of the group is their main priority. On the organizational side of things, responsible leaders know how to delegate work and keep the group on track. They excel at supporting people and offering as much help as possible. Leadership is one role in society that will never fade away. People will always look to someone for guidance; it is important these leaders use their influence for good, and, in the words of Benjamin Zander, “keep their eyes shining.” |