Muraeva Ekaterina, Rezepov Ivan, Sadieva Anna ПОМ -22-1
an American author of books on business management, particularly in relation to team management Patrick Lencioni
Hide weaknesses and mistakes from each other Don’t ask for help or a piece of advice; hesitate to offer feedback or compliment one’s skills Hate meetings and avoid spending time together Members of trusting teams… Feel comfortable working together towards a common goal Can prevent mistakes by giving timely feedback and assistance to each other Motivate each other appreciating others skills and strengths
7% Hesitate to voice opinions and concerns 55% Teams that fear conflict… Have more interpersonal conflicts and personal attacks 38% Have backchannel communication and politics “a devil’s advocate” meeting
Second-guessing
Summarizing all key decisions Clarity - basis Deadlines Worst-case scenario analysis
No peer- to -peer accountability weakens the team gradually Such teams : Let high performers feel discouraged Miss deadlines Make team leaders overwhelmed as the sole source of discipline Remain mediocre
Possible solutions Review the progress and encourage the achievement of the whole team, rather than individual's achievement " Peer pressure will motivate a team a team player more than any fear of authoritative punishment "
Foaas focus on one's own achievements
The individuals’ focus on their own achievements or status at the expense of collective results. Lose achievement-oriented team members Get distracted from collective goals easily Fail to develop Lose market competition
How to deal with it ? Transparent metrics of results assesement Focus on strengths of the stuff instead of their weaknesses and make sure their intention corresponds the common goal
T rust - lack ommitment - lack ccountability - avoidance onflict - fear esults - inattention R A C C RACCT – rocked
