Lencioni’s pyramid of team dysfunctions - Revision history

Tkokotas at 17:47, 16 November 2018

2018-11-16T17:47:47Z

← Older revision		Revision as of 17:47, 16 November 2018
Line 1:		Line 1:
			''Developed by Marie Totland''


	== Abstract ==		== Abstract ==

S171379: /* Importance of the personnel factor */

2018-02-26T16:21:30Z

Importance of the personnel factor

← Older revision		Revision as of 16:21, 26 February 2018
Line 90:		Line 90:
	== Limitations ==		== Limitations ==
	===Importance of the personnel factor===		===Importance of the personnel factor===
	In the traditional view of project success the human aspect, or the so called ”personnel factor”, has been viewed as one of the key factors for success. Some researchers, however, question this view and claim that the personnel factor has a limited impact on the project success. According to an empirical study performed by Pinto and Prescott <ref name = pinto> Pinto, J. & Prescott, J. (1988) , Variations in critical success factors over the stages in the project life cycle, Journal of Management 14 (1988) - 5 </ref> the only factor that was marginal for the project success was indeed the personnel factor. The personnel factor is defined here as the “recruitment, selection, and training of the necessary personnel for the project team” . This was also backed up by a follow up study performed by Belout and Gauvreau , concluding that although there is some correlation between the personnel factor and the success of a project, this effect was so limited that it did not seem to have a significant impact. This can indicate that human resource management may not be as critical to project success as previously believed. It is important to mention that human resource management is not limited to the personnel factor. Both studies note that there are limitations to their research, as the impact of human resources can be very difficult to measure, as the humans involved will very often impact various other success measurements.		In the traditional view of project success the human aspect, or the so called ”personnel factor”, has been viewed as one of the key factors for success. Some researchers, however, question this view and claim that the personnel factor has a limited impact on the project success. According to an empirical study performed by Pinto and Prescott <ref name = pinto> Pinto, J. & Prescott, J. (1988) , Variations in critical success factors over the stages in the project life cycle, Journal of Management 14 (1988) - 5 </ref> the only factor that was marginal for the project success was indeed the personnel factor. The personnel factor is defined here as the “recruitment, selection, and training of the necessary personnel for the project team” . This was also backed up by a follow up study performed by Belout and Gauvreau <ref name =Belout> </ref> , concluding that although there is some correlation between the personnel factor and the success of a project, this effect was so limited that it did not seem to have a significant impact. This can indicate that human resource management may not be as critical to project success as previously believed. It is important to mention that human resource management is not limited to the personnel factor. Both studies note that there are limitations to their research, as the impact of human resources can be very difficult to measure, as the humans involved will very often impact various other success measurements.
	It is also important to determine what is defined as “project success”. Is the deliverable of the project the only indicator of success or is the well being of the team also an important factor? The answer to this question will of course depend on who is asked, and it is common to look at project success and project management success as two separate measures of success. It is therefore possible that although the findings of Pinto and Prescott insinuate that the personnel factor is marginal for project success, that this does not include project management success.		It is also important to determine what is defined as “project success”. Is the deliverable of the project the only indicator of success or is the well being of the team also an important factor? The answer to this question will of course depend on who is asked, and it is common to look at project success and project management success as two separate measures of success. It is therefore possible that although the findings of Pinto and Prescott insinuate that the personnel factor is marginal for project success, that this does not include project management success.

S171379: /* Importance of the personnel factor */

2018-02-26T16:20:18Z

Importance of the personnel factor

← Older revision		Revision as of 16:20, 26 February 2018
Line 90:		Line 90:
	== Limitations ==		== Limitations ==
	===Importance of the personnel factor===		===Importance of the personnel factor===
	In the traditional view of project success the human aspect, or the so called ”personnel factor”, has been viewed as one of the key factors for success. Some researchers, however, question this view and claim that the personnel factor has a limited impact on the project success. According to an empirical study performed by Pinto and Prescott the only factor that was marginal for the project success was indeed the personnel factor. The personnel factor is defined here as the “recruitment, selection, and training of the necessary personnel for the project team” . This was also backed up by a follow up study performed by Belout and Gauvreau , concluding that although there is some correlation between the personnel factor and the success of a project, this effect was so limited that it did not seem to have a significant impact. This can indicate that human resource management may not be as critical to project success as previously believed. It is important to mention that human resource management is not limited to the personnel factor. Both studies note that there are limitations to their research, as the impact of human resources can be very difficult to measure, as the humans involved will very often impact various other success measurements.		In the traditional view of project success the human aspect, or the so called ”personnel factor”, has been viewed as one of the key factors for success. Some researchers, however, question this view and claim that the personnel factor has a limited impact on the project success. According to an empirical study performed by Pinto and Prescott <ref name = pinto> Pinto, J. & Prescott, J. (1988) , Variations in critical success factors over the stages in the project life cycle, Journal of Management 14 (1988) - 5 </ref> the only factor that was marginal for the project success was indeed the personnel factor. The personnel factor is defined here as the “recruitment, selection, and training of the necessary personnel for the project team” . This was also backed up by a follow up study performed by Belout and Gauvreau , concluding that although there is some correlation between the personnel factor and the success of a project, this effect was so limited that it did not seem to have a significant impact. This can indicate that human resource management may not be as critical to project success as previously believed. It is important to mention that human resource management is not limited to the personnel factor. Both studies note that there are limitations to their research, as the impact of human resources can be very difficult to measure, as the humans involved will very often impact various other success measurements.
	It is also important to determine what is defined as “project success”. Is the deliverable of the project the only indicator of success or is the well being of the team also an important factor? The answer to this question will of course depend on who is asked, and it is common to look at project success and project management success as two separate measures of success. It is therefore possible that although the findings of Pinto and Prescott insinuate that the personnel factor is marginal for project success, that this does not include project management success.		It is also important to determine what is defined as “project success”. Is the deliverable of the project the only indicator of success or is the well being of the team also an important factor? The answer to this question will of course depend on who is asked, and it is common to look at project success and project management success as two separate measures of success. It is therefore possible that although the findings of Pinto and Prescott insinuate that the personnel factor is marginal for project success, that this does not include project management success.

S171379: /* Importance of the personnel factor */

2018-02-26T16:12:05Z

Importance of the personnel factor

← Older revision		Revision as of 16:12, 26 February 2018
Line 90:		Line 90:
	== Limitations ==		== Limitations ==
	===Importance of the personnel factor===		===Importance of the personnel factor===
	In the traditional view of project success the human aspect, or the so called ”personnel factor”, has been viewed as one of the key factors for success. Some researchers, however, question this view and claim that the personnel factor has a limited impact on the project success. According to an empirical study performed by Pinto and Prescott the only factor that was marginal for the project success was indeed the personnel factor. The personnel factor is defined here as the “recruitment, selection, and training of the necessary personnel for the project team” . This was also backed up by a follow up study performed by Belout and Gauvreau , concluding that although there is some correlation between the personnel factor and the success of a project, this effect was so limited that it did not seem to have a significant impact. This can indicate that human resource management may not be as critical to project success as previously believed. It is important to mention that human resource management is not limited to the personnel factor. Both studies note that there are limitations to their research, as the impact of human resources can be very difficult to measure, as the humans involved will very often impact various other success measurements.		In the traditional view of project success the human aspect, or the so called ”personnel factor”, has been viewed as one of the key factors for success. Some researchers, however, question this view and claim that the personnel factor has a limited impact on the project success. According to an empirical study performed by Pinto and Prescott the only factor that was marginal for the project success was indeed the personnel factor. The personnel factor is defined here as the “recruitment, selection, and training of the necessary personnel for the project team” . This was also backed up by a follow up study performed by Belout and Gauvreau , concluding that although there is some correlation between the personnel factor and the success of a project, this effect was so limited that it did not seem to have a significant impact. This can indicate that human resource management may not be as critical to project success as previously believed. It is important to mention that human resource management is not limited to the personnel factor. Both studies note that there are limitations to their research, as the impact of human resources can be very difficult to measure, as the humans involved will very often impact various other success measurements.
	It is also important to determine what is defined as “project success”. Is the deliverable of the project the only indicator of success or is the well being of the team also an important factor? The answer to this question will of course depend on who is asked, and it is common to look at project success and project management success as two separate measures of success.		It is also important to determine what is defined as “project success”. Is the deliverable of the project the only indicator of success or is the well being of the team also an important factor? The answer to this question will of course depend on who is asked, and it is common to look at project success and project management success as two separate measures of success. It is therefore possible that although the findings of Pinto and Prescott insinuate that the personnel factor is marginal for project success, that this does not include project management success.

	==Annotated bibliography==		==Annotated bibliography==

S171379: /* Inattention to results */

2018-02-26T16:01:09Z

Inattention to results

← Older revision		Revision as of 16:01, 26 February 2018
Line 64:		Line 64:
	Every team member should feel accountable for all decisions made by the team if they are committed to it. When team members are not committed to the cause they will also be less likely to call out others that are slacking. If a team has come this far in the pyramid, then they should know that if they receive criticism it is not a personal attack and be willing to listen to the feedback without digging in their heels.		Every team member should feel accountable for all decisions made by the team if they are committed to it. When team members are not committed to the cause they will also be less likely to call out others that are slacking. If a team has come this far in the pyramid, then they should know that if they receive criticism it is not a personal attack and be willing to listen to the feedback without digging in their heels.
	=====Inattention to results=====		=====Inattention to results=====
	Humans put a lot of emphasis on fairness. When they observe someone on their team not doing their fair share of work they themselves are more likely to end up not contributing as intently.		Humans put a lot of emphasis on fairness. When they observe someone on their team not doing their fair share of work they themselves are more likely to end up not contributing as intently. If a team shows signs of this dysfunction the members will focus more on their own personal goals rather than those of the group.

	===Using the pyramid===		===Using the pyramid===

S171379: /* Managing team */

2018-02-26T15:58:40Z

Managing team

← Older revision		Revision as of 15:58, 26 February 2018
Line 44:		Line 44:

	==== Managing team ====		==== Managing team ====
	Running parallel with development of the team, the project manager has to ensure that things run smoothly. By staying in touch with the members’ needs, mediating conflicts, updating the plans and making decisions effectively the project manager makes sure that the project is moving forward in the right direction.		Being a project manager is a continuous process, and the human resource management is not over once the team is in place. Running parallel with development of the team, the project manager has to ensure that things run smoothly. By staying in touch with the members’ needs, mediating conflicts, updating the plans and making decisions effectively the project manager makes sure that the project is moving forward in the right direction.

	==Applications==		==Applications==

S171379: /* Developing team */

2018-02-26T15:52:00Z

Developing team

← Older revision		Revision as of 15:52, 26 February 2018
Line 31:		Line 31:
	Developing the team is, according to the PMBOK guide, the process of “improving competencies, team member interaction, and overall team environment to enhance project performance”. <ref name=PMBOK> </ref> This is perhaps the most important task for a project manager and revolves around making the team the best it can be. This can be done by improving both the individual’s and the team’s skills in addition to focusing on the way the team works together.		Developing the team is, according to the PMBOK guide, the process of “improving competencies, team member interaction, and overall team environment to enhance project performance”. <ref name=PMBOK> </ref> This is perhaps the most important task for a project manager and revolves around making the team the best it can be. This can be done by improving both the individual’s and the team’s skills in addition to focusing on the way the team works together.

	~~It is here~~ Lencioni's five dysfunctions can be analysed and overcome, ~~and~~ this will be further assessed in the following section. Another model for team development is Tuckman's ladder. In 1965 Dr. Bruce Tuckman published an article called ''Developmental Sequence in Small Groups'' <ref name=Tuckman> Tuckman, B. (1977) Stages of small group development </ref> in which he presented the ''Forming Storming Norming Performing'' model. This model describes the stages of development most teams go through in order to reach optimal performance. It was later revised to add a 5th stage, ''adjourning''. The stages of Tuckman's ladder is described below.		In this stage Lencioni's five dysfunctions can be analysed and overcome, but this will be further assessed in the following section. Another model for team development is Tuckman's ladder. In 1965 Dr. Bruce Tuckman published an article called ''Developmental Sequence in Small Groups'' <ref name=Tuckman> Tuckman, B. (1977) Stages of small group development </ref> in which he presented the ''Forming Storming Norming Performing'' model. This model describes the stages of development most teams go through in order to reach optimal performance. It was later revised to add a 5th stage, ''adjourning''. The stages of Tuckman's ladder is described below.

	'''Forming''': The team members get to know each other and the project and agree on responsibilities.		'''Forming''': The team members get to know each other and the project and agree on responsibilities.

S171379: /* The big idea - Human resource management */

2018-02-26T15:50:35Z

The big idea - Human resource management

← Older revision		Revision as of 15:50, 26 February 2018
Line 15:		Line 15:

	====Planning human resource management ====		====Planning human resource management ====
	In this stage the human resource management is focused on identifying the necessary roles, responsibilities and skills for the project and to create a staffing managing plan. This is done based on the constraints present for the project, for example the estimated time line and environmental factors such as organisational structure and pre-existing human resources etc.		In this stage, the human resource management is focused on identifying the necessary roles, responsibilities and skills for the project and to create a staffing managing plan. This is done based on the constraints present for the project, for example the estimated time line and environmental factors such as organisational structure and pre-existing human resources etc.
	To document the team member roles and responsibilities a project manager can utilise several types of organisational charts or matrixes to ensure that every work package has a person that is responsible for it and that all team members are aware of what their role is.		To document the team member roles and responsibilities a project manager can utilise several types of organisational charts or matrixes to ensure that every work package has a person that is responsible for it and that all team members are aware of what their role is.

Line 30:		Line 30:
	==== Developing team ====		==== Developing team ====
	Developing the team is, according to the PMBOK guide, the process of “improving competencies, team member interaction, and overall team environment to enhance project performance”. <ref name=PMBOK> </ref> This is perhaps the most important task for a project manager and revolves around making the team the best it can be. This can be done by improving both the individual’s and the team’s skills in addition to focusing on the way the team works together.		Developing the team is, according to the PMBOK guide, the process of “improving competencies, team member interaction, and overall team environment to enhance project performance”. <ref name=PMBOK> </ref> This is perhaps the most important task for a project manager and revolves around making the team the best it can be. This can be done by improving both the individual’s and the team’s skills in addition to focusing on the way the team works together.
	~~=====Tuckman’s~~ ladder~~=====~~
	In 1965 Dr. Bruce Tuckman published an article called ''Developmental Sequence in Small Groups'' <ref name=Tuckman> Tuckman, B. (1977) Stages of small group development </ref> in which he presented the ''Forming Storming Norming Performing'' model. This model describes the stages of development most teams go through in order to reach optimal performance. It was later revised to add a 5th stage, ''adjourning''.		It is here Lencioni's five dysfunctions can be analysed and overcome, and this will be further assessed in the following section. Another model for team development is Tuckman's ladder. In 1965 Dr. Bruce Tuckman published an article called ''Developmental Sequence in Small Groups'' <ref name=Tuckman> Tuckman, B. (1977) Stages of small group development </ref> in which he presented the ''Forming Storming Norming Performing'' model. This model describes the stages of development most teams go through in order to reach optimal performance. It was later revised to add a 5th stage, ''adjourning''. The stages of Tuckman's ladder is described below.

	'''Forming''': The team members get to know each other and the project and agree on responsibilities.		'''Forming''': The team members get to know each other and the project and agree on responsibilities.

S171379: /* Using the pyramid */

2018-02-26T15:22:20Z

Using the pyramid

← Older revision		Revision as of 15:22, 26 February 2018
Line 68:		Line 68:
	===Using the pyramid===		===Using the pyramid===

	As a project manager, being aware of these dysfunctions can be useful in the two last phases of the stages of human resource management: developing and managing the team. ~~In his book~~, Lencioni provides an assessment method to evaluate where the team is lacking. This assessment consists of a series of statements the team members will give a score from 1 = never to 5 = always. Examples of statements are “Team members admit their mistakes” and “The team ensures that poor performers feel pressure and the expectation to improve” . The different questions correspond to one of the levels in the pyramid. All the questions for each level are grouped together, after which the score for that specific level is averaged based on the answers from the team. The different levels are then given a high, medium or low grade according to the average value from the assessment. High is an average of 3.75 or above, low is an average score below 3.24 and medium is in between. A description of the results following this assessment can be seen in the figure below.		As a project manager, being aware of these dysfunctions can be useful in the two last phases of the stages of human resource management: developing and managing the team. Following the success of "five dysfunctions of a team", Lencioni published a sequel called "Overcoming the five dysfunctions of a team" in which he presents potential tools for a manager to improve the team. He provides an assessment method to evaluate where the team is lacking. This assessment consists of a series of statements the team members will give a score from 1 = never to 5 = always. Examples of statements are “Team members admit their mistakes” and “The team ensures that poor performers feel pressure and the expectation to improve” . The different questions correspond to one of the levels in the pyramid. All the questions for each level are grouped together, after which the score for that specific level is averaged based on the answers from the team. The different levels are then given a high, medium or low grade according to the average value from the assessment. High is an average of 3.75 or above, low is an average score below 3.24 and medium is in between. A description of the results following this assessment can be seen in the figure below.

S171379: /* Applications */

2018-02-26T15:09:51Z

Applications

← Older revision		Revision as of 15:09, 26 February 2018
Line 48:		Line 48:
	==Applications==		==Applications==

	=== Lencioni's five team dysfunctions===~~<ref name=dysfunctional> Luis Miguel Sousa (2009), Dysfunctional success: driving a project </ref>~~		=== Lencioni's five team dysfunctions===

	As mentioned above, managing the team is a big part of being a project manager. Especially the two last stages of human resource management revolve around this topic, and knowing what makes a team work optimally can be very helpful. In his book ''The five dysfunctions of a team'', Patrick Lencioni describe the five factors he claims cause a dysfunctional team: Absence of trust, fear of conflict, lack of commitment, avoidance of accountability and inattention to results. He claims that these dysfunctions need to be overcome in order to become a functional team, illustrating it with a pyramid shown the figure to the right. Resembling Maslow’s hierarchy of needs, the pyramid shows that in order overcome the dysfunctions at the top, and thus achieving excellence, all the levels underneath have to be consolidated.		As mentioned above, managing the team is a big part of being a project manager. Especially the two last stages of human resource management revolve around this topic, and knowing what makes a team work optimally can be very helpful. In his book ''The five dysfunctions of a team'', Patrick Lencioni describe the five factors he claims cause a dysfunctional team: Absence of trust, fear of conflict, lack of commitment, avoidance of accountability and inattention to results. He claims that these dysfunctions need to be overcome in order to become a functional team, illustrating it with a pyramid shown the figure to the right. Resembling Maslow’s hierarchy of needs, the pyramid shows that in order overcome the dysfunctions at the top, and thus achieving excellence, all the levels underneath have to be consolidated.
Line 56:		Line 56:
	[[File:5dysfunctions.png\|frame\|Lencioni's pyramid of team dysfunctions <ref name=Lencionipyramid> https://norulesjustwords.files.wordpress.com/2012/09/5dysfunctions.png </ref> ]]		[[File:5dysfunctions.png\|frame\|Lencioni's pyramid of team dysfunctions <ref name=Lencionipyramid> https://norulesjustwords.files.wordpress.com/2012/09/5dysfunctions.png </ref> ]]

	This is the most basic of the dysfunctions and without ensuring that the team members have trust in each other this will, according to Lencioni, lead to more dysfunctions. Trust, in this case, is not necessarily to trust a person to fulfil their task, but more along the lines of trusting that you can disclose your insecurities without being judged.		This is the most basic of the dysfunctions and without ensuring that the team members have trust in each other this will, according to Lencioni, lead to more dysfunctions. Trust, in this case, is not necessarily to trust a person to fulfil their task, but more along the lines of trusting that you can disclose your insecurities without being judged. <ref name=dysfunctional> Luis Miguel Sousa (2009), Dysfunctional success: driving a project </ref>
	=====Fear of conflict=====		=====Fear of conflict=====
	If there is trust in a group, the members are more likely to be able to engage in discussions and be open to new points of view. Discussions are a healthy way of improving the way forward, and if the members are fearful of the way their ideas will be received or that what they say will be used against them they are less likely to disclose their opinions.		If there is trust in a group, the members are more likely to be able to engage in discussions and be open to new points of view. Discussions are a healthy way of improving the way forward, and if the members are fearful of the way their ideas will be received or that what they say will be used against them they are less likely to disclose their opinions.