Decision Tech Team - Research Paper Example

Topic: FINAL ASSIGNMENT CHAPTERS 9 & 10 In the book Dysfunctions of a team, Lencionis Patrick his assertions help to identify that the decision tech team lacked the character of constructiveness in ensuring the effectiveness of their team. This was clearly exhibited when their struggles for recognition in the decision team in terms of very delicate egos. In the tech decision team, we tend to see Mikey using an alternative opportunity to seek recognition. This is when during the first Meeting Kathryn exposes the political nature of the executive team as a way of preparing them. To which Mikey sees as an opportunity to belittle her boss by stating it was too early to make such an early assessment yet she had not fully understood how politics had been used by Kathryn. It was very clear that everyone was trying safeguard his wellbeing but not the work of the organization’s development (Lencioni, p.25). The tech decision team also lacks significant communication in the sense that when Nick the chief operating officer suggests they acquire the green banana firm in Boston. Upon being questioned by Kathryn about the timing of the project, he responds with arrogance about her role in team building and not industrial technology (Lencioni, p.56). Another essential attribute missing from the tech Decision team that was a necessary for its effectiveness was lack of extensive collaboration. Lack of collaboration is when JR the sales head resigns and cities wasteful meetings as his reason for calling it quits with the company. Also by Mickey deciding to leave as a result of direct criticism for her focus in personal reputation rather than contribution to the team further exhibited lack of active collaboration (Lencioni, p.36). The Decision tech team experienced only the first three of the four stages of team development since we don’t see them working in respect to performing. Kathryn was effective in enabling the team moves through each phase in the following ways. In the forming stage the dominant human relationships are silence, dependence, self-consciousness, and superficiality. These are during the first week upon taking her new position as the C.E.O. She spent most of her early week walking in the halls, holding brief conversations with staff members and direct contacts and maintaining silence in majority of the meetings she attended. Since she was not well accustomed to her new job and proved her dependence by requesting Jeff Shanley to proceed with the weekly staff meetings as the head. She only maintained brief contacts with other employees and walked around as a superficial way of observing things from an administrative view. In the norming stage, members have developed an understanding of the team’s goals and their roles in meeting the team’s objectives. The major challenge is creating a cohesive unit. Kathryn calls the entire executive in the NAPA valley for a retreat to discuss the way forward for improving the sales growth and market share increment. The executive team in this part was well aware of its role in the business and the reason for their being summoned to the retreat. The general perspective of the executive team was opposition to Kathryn and her ideologies. Kathrys role in moving the group forward from norming to storming was by ignoring disagreements and ensuring conformance to standards. When she is aggressively attacked by Mikey, she tries to ignore her and later reminds her of her contribution to the company thus conformation to norms and expectations (David, P.500). At the storming stage, their disagreements tend to arise. At this point, coalitions are formed; team members tend to compete, as well as disagreements with the leader. Kathryn moves the group forward at this phase by resolving conflicts through avoiding sensitive personal issues and laying the framework for the firm’s effective team cooperation. This is when she agrees to Jeff’s lunch so as to solve the conflicts between them. Kathryn sets the groundwork for unity of purpose by using the dysfunctional model to assist the group in their daily relationships (Lencioni, p.33). Among the seven tools for developing team leader credibility, Kathryn used creation of energy in the most efficient way. From the very beginning, she knew she was to face competitors among the executive members as a result of her new ideologies but that didn’t deter her from her set course. When she was rudely challenged by both JR and Mikey, she always remained confident and in the end solved her problems with her staff. Later on when Jeff invites her for a lunch date as a means of resolving a problem, she begins by appreciating his efforts then stating to him the reason for her actions. She was always ready to acknowledge all contributions from her executive staff. An example is during her confrontation with Jr. Simply tells her that his decision in technology didn’t involve her but through optimism and well-chosen words she gets his justification for the phrase. She also believed in positive criticism by criticizing Mikey of her focus on reputation rather than contribution towards the company growth. Also, when part of her executives start quitting she doesn’t give up too but pushes on (David, pp.507-509). In the novel other than Kathryn, Jeff Shanely plays a task facilitating role. He was a natural networker who was efficient at increasing profit growth and human resource personnel. He facilitated Kathryn in the sense that he was quick to accept a demotion to a lower position to pave the way for Kathryns ascension to office. He goes further by being the acting C.E.O when she is still not well accustomed in her new role to handling the needed staff meetings that required him. His previous handling of executive meetings was what formed the groundwork on how she later conducted her meetings. On his part, Jeff was never resentful of Kathryn for taking his position but was also relieved as well. In the book the five dysfunctions of a team, Carlos plays the role of relationship building. Has was a very innovative contributor to the attainment of Kathryn goal of growth in product sales and increased market share. Although his role in the customer support department was recognized formally, he was always accountable for product quality. He was very hardworking on his duties that transformed to increased sales in the marketing department (David, pp.525-530). Blocking role in the novel the five dysfunctions of a team are being played by Mickey and Martin. Mickey is frequently trying to belittle Kathryn or get into conflicts with her. When she is positively, she takes offense for that and decides to retaliate in an embarrassing manner. While at the first meeting, Mikey tries to seek recognition and embarrass Kathryn, which she manages to outdo her trick. When she is of her role and contribution to the organization, she reports in an offensive manner almost prompting a confrontation with Kathryn. Despite Kathryn making it clear that she intended to improve sales that were in her department, she resigns thus serving a blow to her objectives. On his part, Martin was obscene to Kathryn and always looking for reasons to be at conflict with Kathryn. Although he headed the second most relevant department, his rudeness and inability to engage others always made him a nuisance to the rest of the team. Since he was the inventor of the tech decision flagship product, he always felt superior to others and used it as an avenue to humiliate others. An example is in the novel when he is about the justification of Banana plant acquisition and gives a more rude answer (David, pp.533-620). Work Cited David. A. and Written.K.S.Developing Skills 8th Edition.2011.Web.11.12.2014. Lencioni.P.The Five Dysfunctions of a Team. A leader Fable.Jossey Bass-A Wiley Imprint.2002.Web.. Read More