There are many reasons why team members do not trust each other. The goal Is for a team to become trusting of one another emotionally and fundamentally. Through meetings, workshops, and offset events, members can participate in activities where they share their weaknesses, fears, goals, and opinions. The fear of conflict is dysfunction 2. This fear is common in Christian Leadership teams. Conflict is Important to teamwork. Learning how to work through conflict Is the real Issue. Lincoln writes in his book that trust Is the Important ingredient in mastering conflict.
Dysfunction number 3 is the lack of commitment. Leonine defines commitment as the “ability to defy a lack of consensus. In another words teams can get along and get the Job accomplished, even when not everyone agrees with each other. Exceptional leaders are those that lead a team to a decision and commitment to an idea. Dysfunction number four is Avoidance to Accountability. Teams that commit to decisions and standards of performance expect each other to be accountable. Each team member must be held accountable in order for the team to accomplish Its goals.
Dysfunction number five Is the Inability to focus on results. The author writes: “We have a strong and natural tendency to look out for ourselves before others, even when those others are part of our families and our teams. ” According to the book. A team is made up of on average three to twelve people. This group shares common goals as well as the success of performing well together. Personal needs should be set aside for the benefit of the team. Being part of a team requires some measure of risk. In a society full of people who are used to working by 1 OFF themselves, tens could prove.
An receive team snouts Know now to resolve conflicts professionally without risk of separating the team. It is essential for the team leader to be an effective communicator. Agendas must be communicated in a timely fashion. Some communications may cause conflict, but the leader must affectively handle such a situation. “Cascading communication is communication that should take place within twenty four hours of the leadership meeting. ” It is necessary to keep the lines of communication open after a meeting has occurred. This is one way to build trust and avoid conflict. Conflicts are not to be avoided in the workplace.
There is a right way and a wrong way to address conflicts. One tool that can be used is the Thomas Kalmia conflict model. This model explains five different ways to deal with conflict. This model is based on variables such as how people review their assigned task in comparison to how they value relationships with their fellow employees. The purpose of this model is to make people aware of how they communicate to other people. Overcoming the Five Dysfunctions of a Team has brought into light many ideas I never would have considered. I am a leader in the program’s ministry of a local church.
The video that played in my head throughout the reading of the book was the story of my work place. I am in charge of the children’s after school activities; which includes Summer Camp. I have a supervisor who is in charge of all programs at the church. I am responsible for a staff of twelve employees. When I have meetings with them my boss will interrupt us with her own agenda. She will come in and yell at me about an event happening and leave. Our team is very dysfunctional based on the fact there is no true leader. Trust between her and the rest of her staff is non- existent.
She keeps referring back to how bad things were last summer. I believe she thinks it is going to be a failure again this year; even with new team members. There is conflict in the church as well which makes its way into our office. The team I have built is strong and reliable. I trust them to do their Job. They are vulnerable because the pastor wants to continuously cut staffing hours. Effective communication is essentially the glue that holds a team together. Although Leadership manuals are important, I feel teams should place their trust in God first and foremost.
How can a group become a team if everyone doesn’t share the vision of the leader? Wouldn’t it be almost impossible to become a team if not everyone shared the same vision? In church leadership there must be a vision that has been prayed for and put in place. How does a leader gain trust from his fellow coworkers? If a company has tried and failed to put together teams in the past, why would the group trust the company’s leadership this time? The book is not about Christian Leadership. Is trust and communication a large problem in the church as in ten secular Dustless arena. Marshlands are taught to De prayerful Ana trust In during all decision making processes. Although a person works in a church, there will be conflicts as long as there are humans with personalities involved. The chapter written about conflicts displayed several valid points. In order to overcome conflict, people need to develop trust. In church leadership this would include trust in their fellow man, woman and God. The book covered many of the tasks a leader is responsible for. What makes one particular person the leader of a team? I have read in a few books about the heart of a leader.
A leader must have a good heart. All the remedies in the world will not work without a virtuous leader. ACTION There is potential for our team to be a great team. The five dysfunctions need to be looked at by my supervisor and myself collectively. Trust does not come overnight. Trust is a requirement to overcome conflict. I also think that honesty is a requirement to overcoming conflict. One item for action on my agenda is to have a meeting with y supervisor to start working on trust. Clarification of Principles on p. 134 is a good list to review with her and the team.
This to me is also a guide on how to respect each other. Trust needs to be established between us. I think we get so busy that we do not sit down and properly meet. One of my biggest issues is I feel she does not take our program seriously. Part of this meeting is to establish commitment to our ministry. There is no clear vision for our team to work towards. We need to lay out the conflicts disrupting our team. After we do this, we need to discuss ways to remove the conflicts. Having an open honest discussion and getting vulnerable is the next step to repairing our team.
Bringing the textbook with me will give me a foundation for this meeting. Focusing on results is the third part of my agenda. We need to establish what results we have already accomplished this year. We will make a large poster documenting any results the team has already accomplished. I think seeing what has been accomplished will add to the trust level. The textbook suggests “draw upon two primary sources: the ongoing metrics of the team and the supporting objectives, which form the team’s thematic goal. We need to discuss accountability.