4 Overcoming The Five Dysfunctions Of A Board

Dimension: px

Commencer à balayer dès la page:

Download "4 Overcoming The Five Dysfunctions Of A Board"

Diane Malenfant
il y a 5 ans
Total affichages :

1 Module Overcoming The Five Dysfunctions Of A Board

2 2 Desired Outcomes Strengthen collegiality and working rela3onships among board members Strengthen collegiality and working rela3onships between the Board and the Director

3 3 Workshop Outline Personal Histories Exercise The Five Dysfunc3ons Model Team assessment Our Personal and Collec3ve Commitments for Improvements

4 4 What is a team? A small number of people with complementary skills and experience who are commiied to a common purpose, to performance goals, and an approach for which they hold themselves mutually accountable.

5 5 Overcoming the 5 dysfunctions of a Board Focus on RESULTS Embracing ACCOUNTABILITY Achieving COMMITMENT Mastering CONFLICT Building TRUST

6 6 1. Building Trust Trust is the glue that holds teams together. This is essen3al because it leads to

7 7 2. Mastering Conflict If team members are never pushing one another outside of their emo3onal comfort zones during discussions, then it is extremely likely that they re not making the best decisions for the organiza3on. Patrick Lencioni, The Five Dysfunc7ons of a Team

8 8 The Conflict continuum Ideal Conflict Point Ar3ficial Harmony Construc7ve Destruc7ve Mean- Spirited Personal AIacks

9 9 Mastering Conflict Good produc3ve conflict is essen3al because it leads to

10 10 3. Achieving Commitment Commitment is not consensus Board members that are not afraid to engage in unfiltered conflict are able to achieve genuine buy- in around important decisions, even when various members of the board ini3ally disagree.

11 11 Achieving Commitment to what? To the higher moral purpose of the school board: Increasing levels of student achievement Reducing gaps in student achievement Promo3ng public confidence in public educa3on

12 12 Achieving Commitment to what? To work effec3vely together as one board, one voice, one team because Teamwork is not a virtue; it is a choice, a strategic choice. Patrick Lencioni

13 13 Commitment requires clarity and buy-in. It is amazing how a group of intelligent adults, all of whom speak the same language, can sit in a room for two hours of discussion, and then leave the room under the false impression that everyone is on the same page. (Lencioni) This is cri3cal because it leads to

14 14 4. Embracing Accountability Mutual and collec3ve accountability is cri3cal. Accountability also requires monitoring and evalua3ng: The Board s effec3veness and performance The performance of the Director of Educa3on The mul3- year strategic plan This is essen3al because then we

15 15 5. Focus on Results Boards that trust one another, engage in conflict, commit to decisions, and hold one another accountable are very likely to focus almost exclusively on what is being achieved as a team and for the whole school board.

16 16 Team assessment How are we doing as a team?

17 17 Areas for Improvement What do I, as a team member, wish to do more of, less of, and the same as on behalf of the team s success? What do we, as a team, wish to do more of, less of, and the same, as our team moves forward into the future?

18 18 Commitments and Guiding Principles Moving forward into the future, what principles should guide us in order to become a more effec3ve team?

Documents pareils

Dans une agence de location immobilière...

> Dans une agence de location immobilière... In a property rental agency... dans, pour et depuis vocabulaire: «une location» et «une situation» Si vous voulez séjourner à Lyon, vous pouvez louer un appartement.