With trust, they know that feedback isn’t meant to damage a person, but rather to improve them. Because they trust each other, they feel comfortable expressing their true opinions and publicly disagreeing over important issues. Fear of Conflictįunctional teams engage in ideological conflict. Examples include personality profiles (like Myers-Briggs type), identifying each other's single biggest contribution and area for improvement, and 360-degree feedback. In these safe environments, they can identify strengths and weaknesses without repercussions. To overcome this dysfunction, teams should practice exchanging feedback in structured environments.
As a result, productive feedback is stifled. People who are afraid of being vulnerable receive feedback poorly, and they retaliate. If you have an absence of trust, then you don't feel safe being vulnerable and admitting your weaknesses, because you fear your vulnerability will be used against you.As a result, teams that lack trust hesitate to ask for help, spend a lot of time managing behaviors and appearances, and hide their mistakes from one another. Teams that trust one another are comfortable being vulnerable, and can admit mistakes and weaknesses. Trust is confidence that your peers have good intentions and aren't out to harm you. Each one discusses what a healthy environment looks like, what the dysfunction looks like, and how to overcome the dysfunction. Here’s an overview of the five dysfunction. And to solve all the dysfunctions, you need to start at the bottom and most fundamental dysfunction.
The book presents the five dysfunctions like a pyramid - each one builds on the next. What prevents a team from succeeding in its mission? This is the central question of The Five Dysfunctions of a Team.
1-Page Summary 1-Page Book Summary of The Five Dysfunctions of a Team
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