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Book: Overcoming the Five Dysfunctions of a Team: A Field Guide for Leaders, Managers, and Facilitators
Quotes of Book: Overcoming the Five
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  1. Patrick Lencioni _ Overcoming the Five

    we like to believe that we do bad things because of the situations we are in, but somehow we easily come to the conclusion that others do bad things because they are predisposed to being bad. {Similarly,
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  2. Patrick Lencioni _ Overcoming the Five

    But perhaps most important of all, having too many people on a team makes team dynamics during meetings and other decision-making events almost impossible. That's because a good team has to engage in two types of communication in order to optimize decision making, but only one of these is practical in a large group. According to Harvard's Chris Argyris, those two types of communication are advocacy and inquiry. Basically, advocacy is the statement of ideas and opinions; inquiry is the asking of questions for clarity and understanding. When a group gets too large, people realize they are not going to get the floor back any time soon, so they resort almost exclusively to advocacy. It becomes like Congress {which is not designed to be a team} or the United Nations {ditto}.
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  3. Patrick Lencioni _ Overcoming the Five

    Results-oriented teams establish their own measurements for success. They don't allow themselves the wiggle room of subjectivity. But this is not easy, because subjectivity is attractive.
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  4. Patrick Lencioni _ Overcoming the Five

    All of this highlights one of the most challenging obstacles that prevents teams from taking the time to work on how they work together: adrenaline addiction. Many if not most of the executives and managers I know have become so hooked on the rush of urgent demands and out-of-control schedules that the prospect of slowing down to review, think, talk, and develop themselves is too anxiety-inducing to consider. Of course, this is exactly what they need, which is what addiction is all about-doing things that are bad for you even when confronted with evidence that they are, well, bad for you.
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  5. Patrick Lencioni _ Overcoming the Five

    Teams that commit to decisions and standards do so because they know how to embrace two separate but related concepts: buy-in and clarity. Buy-in is the achievement of honest emotional support. Clarity is the removal of assumptions and ambiguity from a situation. Commitment is about a group of intelligent, driven individuals buying in to a decision precisely when they don't naturally agree. In other words, it's the ability to defy a lack of consensus."
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  6. Patrick Lencioni _ Overcoming the Five

    The lack of conflict is precisely the cause of one of the biggest problems that meetings have: they are boring
    book-quotemeetingconflict-management

  7. Patrick Lencioni _ Overcoming the Five

    Like a good marriage, trust on a team is never complete; it must be maintained over time
    book-quotetrustteamteamwork

  8. Patrick Lencioni _ Overcoming the Five

    Because when a team recovers from an incident of destructive conflict, it builds confidence that it can survive such an event, which in turn builds trust. This is not unlike a husband and wife recovering from a big argument and developing closer ties and greater confidence in their relationship as a result.
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  9. Patrick Lencioni _ Overcoming the Five

    People who don't like conflict have an amazing ability to avoid it, even when they know it's theoretically necessary
    book-quoteconflict-management

  10. Patrick Lencioni _ Overcoming the Five

    No quality or characteristic is more important than trust
    book-quotetrustteamwork

  11. Patrick Lencioni _ Overcoming the Five

    I honestly believe that in this day and age of informational ubiquity and nanosecond change, teamwork remains the one sustainable competitive advantage that has been largely untapped.
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  12. Patrick Lencioni _ Overcoming the Five

    Teams have to eliminate ambiguity and interpretation when it comes to success
    book-quoteteamteamworkclarity
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