团队协作的5大缺陷

这份调查表是直接衡量您的团队受5种机能障碍影响的诊断工具。

调查表的最后将告诉您怎样记录结果以及得出结论。建议你的团队中的所有成员分别填写这份表格，然后查看结果，讨论他们填写内容的差异及其所代表的人物的含义。

(说明：请使用一下计分标准衡量您的团队。评估的真实性很重要，避免反复推敲答案后再选。)

计分： 请将您的得分填入下表,他们将与五大障碍相对应 ◎3＝经常       ◎2＝有时     ◎1＝很少

 

问题： ——1.团队成员在讨论事务时非常热烈，且无相互提防的情况。 ——2.团队成员互相提醒各自的缺点或不利于工作的行为。 ——3.团队成员了解同事所负责的工作，知道该工作对集体利益的作用。 ——4.当团队成员的言行不当或有损于集体时，他们会马上真诚的承认错误。 ——5.团队成员愿意为集体的利益牺牲部门或个人的利益(如申请预算的多少、头衔等)。 ——6.团队成员敢于公开承认自己的缺点和错误。 ——7.团队的会议令人鼓舞而不枯燥。 ——8.尽管开始的时候有分歧，但是会议结束时，大家相信所有人都能够按照达成一致意见行动。 ——9.如果集体目标不能实现，士气将大受影响。 ——10.在会议期间，大家把最重要的，也是最棘手的问题拿出来共同探讨。 ——11.如果有人被解聘，团队成员都很关注这件事。 ——12.团队成员了解彼此的业余生活，而且可以相互攀谈这些内容。 ——13.团队成员讨论问题后能够找到明确的解决方案，并且马上开始实施。 ——14.团队成员相互监督各自的工作计划和进展。 ——15.团队成员不急于得到别人对自己做出的贡献的肯定，但能够很快指了人的成绩。

 

 

第1大障碍		第2大障		第3大障碍		第4大障碍		第5大障碍
4		1		3		2		5
6		7		8		11		9
12		10		13		14		15
总分：		总分：		总分：		总分：		总分：
总分： 8-9 分说明您所在的团队不存在这些障碍 6-7 分说明您所在的团队存在这些障碍 3-5 分说明您所在的团队存在的障碍已经值得关注了。

 

 

 

团队协作的5大缺陷

The 5 Dysfunctions of a Team

无视结果 Inattention to Results   自我地位 Status and Ego

逃避责任 Avoidance of Accountability  低标准Low Standards

缺乏承诺 LACK OF COMMITMENT

一团和气 Artificial Harmony  模棱两可 Ambiguity

缺乏信任 Absence of Trust  相互戒备 Invulnerability

情境测试：你的好工作是什么职业？ your daughter has …… a gift「天赋角色」.

［9teamroles］：在团队伙伴相互期望中发现角色的九个元素

 

 美国圆桌集团(the table group)的创始人兼主席 帕特里克·兰西奥尼（Patrick Lencioni）《突破团队发展的五大障碍》（Overcoming The Five Dysfunctions Of A Team,2006）

The basis of so much nonprofit work, whether in the boardroom, out in the field or amongst staff and volunteers, is based on teamwork. Inevitably, sometimes they do not work. The following are some of the reasons for this failure and some questions to ask about how to get the team back working.

 

缺乏信任Absence of Trust 相互戒备Invulnerability

ABSENCE OF TRUST

Trust lies at the heart of a functioning, cohesive team. Without it, teamwork is all but impossible. Building trust within the team requires each member to make themselves 'vulnerable’ to the group. This means being able to show weakness, admit knowledge deficiencies or admit interpersonal shortcomings.

Some questions for the team:

• 当团队成员的言行不当或有损于集体时，他们会马上真诚的承认错误? Do team members quickly and genuinely apologise to one another when they say or do something inappropriate or possibly damaging to the team?
• 团队成员敢于公开承认自己的缺点和错误? Do team members openly admit their mistakes?
• 团队成员了解彼此的业余生活，而且可以相互攀谈这些内容? Do team members have some knowledge about one another’s personal lives and are comfortable discussing them?

一团和气Artificial Harmony 模棱两可Ambiguity

FEAR OF CONFLICT

Productive conflict is a prerequisite for any good relationship. However, it must be conflict based on a discussion of concepts and ideas and not be reduced to mean-spirited personal attacks.

Some questions for the team:

• 团队成员在讨论事务时非常热烈，且无相互提防的情况？ Are team members passionate and unguarded in their discussion of issues?
• 团队的会议令人鼓舞而不枯燥？ Are team meetings compelling and not boring?
• 在会议期间，大家把最重要的，也是最棘手的问题拿出来共同探讨？ Are the most important, and difficult, issues put on the table at team meetings to be resolved?

缺乏承诺LACK OF COMMITMENT

Good teams are prepared to make clear decisions and move on, confident that they have the 'buy in’ of the whole group, even of those individuals who may have disagreed with a decision.

Questions for the team:

• 团队成员了解同事所负责的工作，知道该工作对集体利益的作用？ Do team members know what their peers are working on and how they contribute to the collective good of the team?
• 尽管开始的时候有分歧，但是会议结束时，大家相信所有人都能够按照达成一致意见行动？ Do team members leave meetings confident that their peers are completely committed to the decisions that were agreed on, even if there was initial disagreement?
• 团队成员讨论问题后能够找到明确的解决方案，并且马上开始实施？ Do team members end discussions with clear and specific resolutions and calls to action?

 

逃避责任Avoidance of Accountability  低标准Low Standards

AVOIDANCE OF ACCOUNTABILITY

The essence of this dysfunction is the propensity of team members to tolerate poor performance or inappropriate behaviour even if it adversely affects the overall functioning of the team.

Questions for the team:

• 团队成员互相提醒各自的缺点或不利于工作的行为？ Have team members identified one another’s deficiencies or unproductive behaviours?
• 如果有人被解聘，团队成员都很关注这件事？ Do team members care about the prospect of letting down their peers?
• 团队成员相互监督各自的工作计划和进展？ Do team members challenge each other about their plans and approaches?

 

无视结果Inattention to Results 自我地位Status and Ego

INATTENTION TO RESULTS

This occurs when some members care about something other than the collective goals of the group. For some, simply being a member of the team is enough to keep them satisfied while for others their focus is enhancing their own positions at the expense of the team.

Questions for the team:

• 团队成员愿意为集体的利益牺牲部门或个人的利益（如申请预算的多少、头衔等）？ Are team members willing to make sacrifices for the good of the team?
• 如果集体目标不能实现，士气将大受影响？ Is morale significantly affected by the failure to achieve team goals?
• 团队成员不急于得到别人对自己做出的贡献的肯定，但能够很快指了人的成绩？ Are team members slow to seek credit for their own contributions, but quick to point out those of others?

Adapted from The Five Dysfunctions of a Team – A Leadership Fable by Patrick Lencioni. Published by Jossey Bass 2002.

Meredith Belbin 《团队管理成败中启示：没有完美的个人，只有完美的团队》（No Individual is perfrct, but a team can be, 1981）