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    You are here Home » teams

    Don’t Tolerate Dysfunctional Teams

    Last updated on May 25, 2017 by Dan McCarthy · This post may contain affiliate links

    Guest post from regular contributor S. Chris Edmonds:

    Two
    key indicators of a healthy team are that
    they are productive (getting tasks done to standards, on budget and on time)
    and effective (working together with a
    minimum of drama.)

    A
    2013
    University of Phoenix survey
    revealed that nearly 7 in 10 American workers have served on dysfunctional
    teams. Though 95% reported that teams serve an important function in
    organizations, less than 24% of respondents prefer to work on teams.

    Further details reveal common issues in teams:

    ·        
    40% have witnessed a verbal confrontation

    ·        
    15% have seen confrontations
    turn physical

    ·        
    40% reported a team member blaming another member for problems

    ·        
    32% observed a team member start a rumor about another member

    Sadly,
    left to ourselves, we humans don't always
    behave well with others. We often give into the temptation to leverage
    information and power to benefit ourselves, which creates an “I win, you lose”
    culture.

    Self-Serving Team Members
     
    Where
    do we learn to be selfish? Although it can be innate “wired” behavior, it is often likely that it is “acquired” behavior, learned through watching the dynamics in the family,
    school, sports, or the community.  We observe and practice behaviors that are
    modeled or tolerated by leaders and peers.

    I
    believe many of us have been blessed to have served on a productive and effective team at least once in our lives. However, the research suggests that too often,
    teams are not productive AND effective.  This is
    not only frustrating for team members but
    can cost real money.  A
    2009 study of New Zealand businesses found that one unproductive team can cost a company $140,000 a year.

    Most of the senior leadership teams I work with are teams in name only. They
    do not have a common purpose or shared
    values and goals. They’re not partnered
    with a requirement that they work together. Instead, they are simply a group of
    people who meet regularly to fight each other for resources (funds, people, etc.) every day.

    I
    engage to help these “groups” create a shared servant purpose and identify their
    values, strategies, and goals. We create
    agreements to help each member align their behaviors with those stated values.
    We develop clear expectations. Without these in place, team members can quickly resort to actions that serve their own
    interests, which severely affects the
    team’s overall productivity and effectiveness.

    It
    doesn’t take much to identify a
    dysfunctional team. Don’t tolerate it. Step in and intentionally guide the team
    to clarify why they exist, and what they can expect from one another as they
    work together to fulfill their purpose. 
    You are likely to start seeing your teams thrive.

    S. Chris Edmonds is a sought-after speaker, author,
    and executive consultant. After a 15-year career leading successful teams,
    Chris founded his consulting company,
    The Purposeful Culture Group,
    in 1990. Chris has also served as a senior consultant with The Ken Blanchard
    Companies since 1995. He is the author or co-author of seven books, including
    Amazon best sellers
    The Culture Engine and
    Leading at a Higher Level with Ken Blanchard. Learn from his blog posts,
    podcasts, assessments, research, and videos at
    http://drivingresultsthroughculture.com.
    Get free resources plus weekly updates from Chris by subscribing
    here. 
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