創(chuàng)新變革的仆人領(lǐng)導(dǎo)團(tuán)隊(duì)A-D2-Five-Dysfunction-and-TSL-Team-Chinese

TransformationalServantLeadershipTeam

創(chuàng)新變革的仆人領(lǐng)導(dǎo)團(tuán)隊(duì)March29,2013AtTWU團(tuán)隊(duì)評(píng)估SMARTvs.TSLTeam

聰明的團(tuán)隊(duì)與TSL團(tuán)隊(duì)

SMART聰明的團(tuán)隊(duì)Strategy

戰(zhàn)略Marketing

營銷FinanceTechnology

財(cái)務(wù)技術(shù)Etc.

等TSLTeamTSL團(tuán)隊(duì)MinimalPolitics最少的政治MinimalConfusion

最少的混亂HighMorale

高士氣LowTurnover

低流失SMARTvs.TSLTeamTeamneedsbothelements,BeingSMARTisonlyhalfoftheequation

這兩種元素團(tuán)隊(duì)都需要，SMART（聰明）只是方程式的一半SMARTelementisintheclassicareasofbusinessorintheareasofbusinessscience

SMART元素屬于商業(yè)中傳統(tǒng)經(jīng)典的方面或者屬于商業(yè)科學(xué)的范疇Intoday’srapidlychangingworld,itisharderthanithaseverbeeninhistoryofmaintainingacompetitiveadvantagebasedonintelligenceorknowledge

在今天這個(gè)快速變化的世界，保持建立在才智或知識(shí)基礎(chǔ)之上的競爭優(yōu)勢比以往任何時(shí)代都更困難Informationjustchangehandstoorapidlytoday

當(dāng)今時(shí)代信息變化得太快BeingSMART,hasbecomesomethingofacommodity

在今天的時(shí)代中，聰明（SMART）已經(jīng)成為了必需品BeingSMARThasbecometheminimumrequirementforteambutnotenoughtobuildahighlydynamicandefficientteam

對(duì)團(tuán)隊(duì)來講，SMART已經(jīng)成為最低的要求，還不足以建立一個(gè)具有高度活力和效率的團(tuán)隊(duì)。TSLteamisthekeytobuildingakeytoahealthyteam.

TSL團(tuán)隊(duì)是建立一個(gè)健康團(tuán)隊(duì)的關(guān)鍵。Team–Definition團(tuán)隊(duì)-定義Workinggroupvs.team

工作組與團(tuán)隊(duì)Workinggroupislikeagolfgame,eachplayhis/herowngameandattheendofend,addsupthescore

工作組就像一場高爾夫比賽，每個(gè)人打自己的，到最后，把比分加在一起就行了。Teamislikeabasketballgame.Playersplaytogetherinsimultaneously,inaninteractive,mutuallydependent,andofteninterchangeableway

團(tuán)隊(duì)好像一場籃球賽。隊(duì)員們同時(shí)出現(xiàn)在場上，通過互相交流、互相扶持以及常?；ハ嘟粨Q的方式一起打。DefinitionofTeam

團(tuán)隊(duì)的定義“Aleadershipteamisasmallgroup

ofpeoplewhoarecollectivelyresponsible

forachievingacommonobjectivefortheirorganization”

一個(gè)領(lǐng)導(dǎo)團(tuán)隊(duì)是為了達(dá)到組織的一個(gè)共同目標(biāo)而一起負(fù)責(zé)的一小群人ASmallGroupofPeople一小群人AllowsufficienttimesothatteammembersarenotjustfocusingonAdvocacyandbutInquiry

給團(tuán)隊(duì)成員足夠的時(shí)間，這樣他們不光只專注于提出倡議，也能提出問題并進(jìn)行調(diào)查。Collectivelyresponsible一起負(fù)責(zé)Selflessnessandsharesacrificesformteammembers

團(tuán)隊(duì)成員的特征：無私，犧牲Tangibleandliteralsacrifices:看得見摸得著的犧牲wilingtoshiftresourcestooneareafromanotherarea

愿意把資源從一個(gè)地方調(diào)配到另一個(gè)地方Time:時(shí)間teammembersspendmanyhoursworkingtogetheronissuesandtopicsthatoftendon’tfalldirectlywithintheirformalareasofresponsibility

團(tuán)隊(duì)成員花很多的時(shí)間一起商討解決一些通常不直接與他們的日常職責(zé)范圍有關(guān)的問題與議題teammembersenterintodifficult,uncomfortablediscussionsevenbringingupthornyissueswithcolleagueabouttheirshortcomings,inordertosolveproblemthatmightpreventtheteamfromachievingitsobjectives

為了解決那些可能阻擋團(tuán)隊(duì)實(shí)現(xiàn)其目標(biāo)的問題，團(tuán)隊(duì)成員會(huì)一起進(jìn)行那些艱難的，令人不舒服的討論，甚至提出棘手的問題，比如跟同事談他們的缺點(diǎn)。CommonObjectives

共同目標(biāo)Teamobjectives,especiallytheleadershipteam,shouldbeacollectiveones.

團(tuán)隊(duì)目標(biāo)，尤其是領(lǐng)導(dǎo)團(tuán)隊(duì)的目標(biāo)，應(yīng)該是大家集體制定的。Themostimportantgoalwithintheorganizationistoincreaseenrollment,theneverymemberoftheteamsharesthatgoal.Itisn’tjusttheresponsibilityoftheheadofsales.

組織內(nèi)最重要的目標(biāo)是提高員工的工作投入度，敬業(yè)度，這樣團(tuán)隊(duì)目標(biāo)就成為大家共享因而會(huì)同心努力去實(shí)現(xiàn)的目標(biāo)。這并不只是銷售總監(jiān)的職責(zé).

FiveBehaviorsofaTSLTeam

TSL團(tuán)隊(duì)的五種行為Result

結(jié)果Accountability

問責(zé)，督責(zé)Commitment

全心投入（委身）Conflict

沖突Trust

信任PatrickLencioni’sFiveDysfunctions

團(tuán)隊(duì)的五大障礙-

帕特里克?蘭奧西尼AbsenceofTrust缺乏信任Membersofteamswithanabsenceoftrust

團(tuán)隊(duì)成員缺乏信任的時(shí)候，他們會(huì)Concealtheirweaknessesandmistakesfromoneanother相互隱藏自己的弱點(diǎn)和錯(cuò)誤Hesitatetoaskforhelp不愿請求別人的幫助Jumptoconclusions很快下結(jié)論Failtorecognizeandtapintooneanother’sskillsandexperiences不愿承認(rèn)和學(xué)習(xí)別人的技能和經(jīng)驗(yàn)Dreadmeetingsandfindreasonstoavoidspendingtimetogether懼怕開會(huì)，尋找借口以盡量減少在一起的時(shí)間Membersoftrustingteams

當(dāng)團(tuán)隊(duì)成員互相信任時(shí)，他們會(huì)Admitweaknessesandmistakesandaskforhelp

承認(rèn)自己的弱點(diǎn)和錯(cuò)誤，并尋求幫助Acceptquestionsandinputabouttheirareasofresponsibility

歡迎別人對(duì)自己所負(fù)責(zé)的領(lǐng)域提出問題與建議Giveoneanotherthebenefitofthedoubtbeforearrivingatanegativeconclusion

會(huì)彼此質(zhì)疑提問以避免得出負(fù)面的結(jié)論Takerisksinofferingfeedbackandassistance

在給別人提出反饋意見和幫助時(shí)愿意冒風(fēng)險(xiǎn)Appreciateandtapintooneanother’sskillsandexperiences

贊賞并相互學(xué)習(xí)各自的技術(shù)和經(jīng)驗(yàn)Focustimeandenergyonimportantissues,notpolitics

把時(shí)間和精力花在解決重要問題上，而不是玩政治。Offerandacceptapologieswithouthesitation

必要時(shí)毫不猶豫地向別人道歉，也接受別人的道歉Lookforwardtomeetingsandotheropportunitiestoworkasagroup

期待集體會(huì)議及其它團(tuán)隊(duì)協(xié)作的機(jī)會(huì)FiveDysfunctions五大障礙FearofConflict懼怕沖突Haveboringmeetings

枯燥的團(tuán)隊(duì)會(huì)議Createenvironmentswhereback-channelpoliticsandpersonalattacksthrive

創(chuàng)建暗中玩政治手段和人身攻擊盛行的環(huán)境Ignorecontroversialtopicsthatarecriticaltoteamsuccess

避免討論容易引起爭論的問題，雖然這些問題對(duì)于團(tuán)隊(duì)成功很重要。Failtotapintoalltheopinionsandperspectivesofteammembers

不能正確處理團(tuán)隊(duì)成員的不同意見和看法Wastetimeandenergywithposturingandinterpersonalriskmanagement

把時(shí)間和精力浪費(fèi)在形式主義和人際關(guān)系的風(fēng)險(xiǎn)管理上Teamsthatengageinconflict...

擁抱沖突的團(tuán)隊(duì)的特點(diǎn)Extractandexploittheideasofallteammembers

汲取所有團(tuán)隊(duì)成員的意見和建議Minimizepolitics

把辦公室政治降低到最低Putcriticaltopicsonthetablefordiscussion

把重要問題放到桌面上一起討論Resultinginengagedmembersatmeetings

會(huì)議期間大家的參與很積極，很活躍FiveDysfunctions五大障礙LackofCommitment

缺少身心投入（承諾）Ateamthatfailstocommit...

缺少身心投入的團(tuán)隊(duì)會(huì)Createsambiguityamongtheteamaboutdirectionandpriorities

在團(tuán)隊(duì)的方向和工作任務(wù)的優(yōu)先性方面不清晰Excessiveanalysisandunnecessarydelay

過多的分析，不必要的拖延Breedslackofconfidenceandfearoffailure

導(dǎo)致大家缺乏自信，懼怕失敗Revisitsdiscussionsanddecisionsagainandagain

反復(fù)討論，卻無法做出決定Encouragessecond-guessingamongteammembers

在團(tuán)隊(duì)成員間鼓勵(lì)事后諸葛亮的做法Ateamthatcommits...

全身心投入的團(tuán)隊(duì)會(huì)Createsclarityarounddirectionandpriorities

在方向與工作任務(wù)的優(yōu)先性上很清晰Alignstheentireteamaroundcommonobjectives

把所有團(tuán)隊(duì)成員團(tuán)結(jié)在共同的目標(biāo)周圍Developsanabilitytolearnfrommistakes

培養(yǎng)從錯(cuò)誤中學(xué)習(xí)的能力Takesadvantageofopportunitiesbeforecompetitorsdo

在競爭對(duì)手之先把握機(jī)會(huì)Movesforwardwithouthesitation

不存猶豫，勇往直前Changesdirectionwithouthesitationorguilt

必要時(shí)果斷地調(diào)整方向，不存在猶豫和過多內(nèi)疚FiveDysfunctions五大障礙AvoidanceofAccountability

逃避責(zé)任(問責(zé)) Ateamthatavoidsaccountability

逃避責(zé)任的團(tuán)隊(duì)會(huì)Createsresentmentamongteammemberswhohavedifferentstandardsofperformance

對(duì)團(tuán)隊(duì)中工作表現(xiàn)突出的同事心懷怨恨Encouragesmediocrity

鼓勵(lì)平庸Missesdeadlinesandkeydeliverables

缺乏時(shí)間觀念，忽略重要內(nèi)容Placesanundueburdenontheteamleaderasthesolesourceofdiscipline

把監(jiān)督的責(zé)任壓在團(tuán)隊(duì)領(lǐng)導(dǎo)一個(gè)人身上Ateamthatholdsoneanotheraccountable

負(fù)責(zé)任的團(tuán)隊(duì)會(huì)Ensuresthatpoorperformersfeelpressuretoimprove

確保讓表現(xiàn)不盡如人意的成員感到壓力，以便盡快改進(jìn)工作Identifiespotentialproblemsquicklybyquestioningoneanother’sapproacheswithouthesitation

發(fā)現(xiàn)潛在問題時(shí)毫無顧慮地彼此查問，便于盡快找到原因Establishesrespectamongteammemberswhoareheldtothesamehighstandards

在團(tuán)隊(duì)成員間建立信任，用同樣的高標(biāo)準(zhǔn)要求所有人.尊重團(tuán)隊(duì)里以高標(biāo)準(zhǔn)要求工作的同事”。Avoidsexcessivebureaucracyaroundperformancemanagementandcorrectiveaction

在績效管理及糾正性行為中避免過多的官僚作風(fēng)FiveDysfunctions五大障礙InattentionToResults

不關(guān)心結(jié)果Ateamthatisnotfocusedonresults...

不關(guān)心結(jié)果的團(tuán)隊(duì)會(huì)Stagnates/failstogrow

停止/無法成長Rarelydefeatscompetitors

幾乎無法戰(zhàn)勝競爭對(duì)手Losesachievement-orientedemployees

失去以成績/績效為導(dǎo)向的員工Encouragesteammemberstofocusontheirowncareersandindividualgoals

鼓勵(lì)團(tuán)隊(duì)成員注重自己的個(gè)人職業(yè)前途及目標(biāo)Iseasilydistracted

注意力很容易分散Ateamthatfocusesoncollectiveresults

注重集體成績的團(tuán)隊(duì)會(huì)Retainsachievement-orientedemployees

留住以成績/績效為導(dǎo)向的員工Minimizesindividualisticbehavior

把個(gè)人主義表現(xiàn)降到最低Enjoyssuccessandsuffersfailureacutely

享受成功的喜悅，也深深體會(huì)失敗的痛苦Benefitsfromindividualswhosubjugatetheirowngoals/interestsforthegoodoftheteam

團(tuán)隊(duì)成員能夠?yàn)閳F(tuán)體利益犧牲個(gè)人利益Avoidsdistractions

避免注意力分散Summary總結(jié)

FiveDysfunctionalBehaviorsofaTeam

團(tuán)隊(duì)協(xié)作的五大障礙Dysfunctional#1:AbsenceofTrust

障礙一：缺乏信任Trustoneanotheronafundamentalandemotionallevel

在基本層面和情感層面彼此信任Theyarecomfortablebeingvulnerablewitheachotherabouttheirweaknesses,mistakes,fears,andbehaviors

他們之間不怕展現(xiàn)自己脆弱的一面，比如自己的弱點(diǎn)，錯(cuò)誤，懼怕及行為。FiveDysfunctionalBehaviorsofaTeam

團(tuán)隊(duì)協(xié)作的五大障礙Dysfunctional#2:Fearofconflicts

障礙二：懼怕沖突

Teamsthattrustoneanotherarenotafraidtoengageinpassionatedialoguearoundissuesanddecisionsthatarekeytotheorganization’ssuccess

彼此信任的團(tuán)隊(duì)會(huì)積極地、認(rèn)真嚴(yán)肅地談?wù)搶?duì)組織成功十分重要的問題與決策，而不會(huì)因懼怕刻意回避。Unfilteredconflicts:theydonothesitatetochallengeoneanother,disagreewithoneanother,andquestiononeanotherallinthespiritoffindingthebestanswersandmakingbestdecisions

不加掩飾的沖突：團(tuán)隊(duì)成員會(huì)毫不猶豫地彼此挑戰(zhàn)，提出異議，彼此質(zhì)疑，以找到最佳方案，做出最明智的決定。FiveDysfunctionalBehaviorsofaTeam

團(tuán)隊(duì)協(xié)作的五大障礙Dysfunctional#3:LackofCommitment

障礙三：缺少身心投入（委身）Theunfilteredconflictsgenerategenuinebuy-inaroundimportantdecisions

不加掩飾的沖突能使團(tuán)隊(duì)成員在重要決策上形成真正的認(rèn)同Becauseallopinionsandideasarediscussedandoutinopenandgivingconfidencetoteammembersleavingnostonehasbeenunturned

由于所有的意見和建議都會(huì)公開地進(jìn)行討論，這就給團(tuán)隊(duì)成員把所有想法都說出來的信心。FiveDysfunctionalBehaviorsofaTeam

團(tuán)隊(duì)協(xié)作的五大障礙Dysfunctional#4:AvoidanceofAccountability

障礙四：逃避責(zé)任Teamsthatcommittodecisionsandstandardsofperformancedonothesitatetoholdoneanotheraccountableforadheringtothosedecisionsandstandards.

對(duì)決策和績效標(biāo)準(zhǔn)高度認(rèn)同并投入的團(tuán)隊(duì)會(huì)毫不猶豫彼此問責(zé)以便達(dá)成這些目標(biāo)。Theydonotrelyontheteamleadersastheprimarysourceofaccountability,theygodirectlytotheir