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Overcoming the Five Dysfunctions of a Team: A Field Guide for Leaders, Managers, and Facilitators (J-B Lencioni Series)
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| Part No: | 0787976377 |
| Manufacturer: | Jossey-Bass |
| MFG Part: | |
| Customer Rating: | 4.5 / 5.0 |
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- ISBN13: 9780787976378
- Condition: New
- Notes: BUY WITH CONFIDENCE, Over one million books sold! 98% Positive feedback. Compare our books, prices and service to the competition. 100% Satisfaction Guaranteed
In the years following the publication of Patrick Lencioni’s best-seller
The Five Dysfunctions of a Team, fans have been clamoring for more information on how to implement the ideas outlined in the book. In
Overcoming the Five Dysfunctions of a Team, Lencioni offers more specific, practical guidance for overcoming the Five Dysfunctions—using tools, exercises, assessments, and real-world examples. He examines questions that all teams must ask themselves: Are we really a team? How are we currently performing? Are we prepared to invest the time and energy required to be a great team? Written concisely and to the point, this guide gives leaders, line managers, and consultants alike the tools they need to get their teams up and running quickly and effectively.
| Outstanding text book for team building | 2010-06-20 | 5 / 5 |
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| I had read Five Dysfunctions of a Team some time ago and was impressed with the story telling approach. Then someone told me Patrick had released a follow up which I just got and read. As a sales manager with a team of salespeople this is a great text book for building a stronger team. It creates a very simple approach and then actually provides lessons and exercises and how to build the team without spending thousands of dollars on consultants although you may want to use them as facilitators at some point. I recently attended a seminar and the presenter listed his top books to read....these two were at the top of his list. |
| Great Resource for Team Building | 2009-11-22 | 4 / 5 |
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| This is a sequel to Lencioni's The Five Dysfunctions of a Team. Although Lencioni does not use the fable approach as in the first book, he outlines much more detail of the model and how to create more functional teams. He opens the book with an overview of the model and then proffers two key questions for work groups to ask themselves: 1) Are we really a team? (That is, are we interdependent and hold each other mutually accountable?) and 2) Are we ready for heavy lifting? The implication here is that this model won't work if the group isn't truly a team nor will it be successful unless the group is willing to put in the time and effort it takes to function effectively. The remainder of the book goes into details regarding tools and exercises for each of the dysfunctions. Although it's a bit drier then the fable approach, it's a great resource for anyone looking for ideas about team building. |
| May do more harm than good | 2009-09-08 | 1 / 5 |
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I could be wrong, but I did not see anything in this book that was based on any research. The content seemed to be based on one person's idea about how they thought a company should be run. I'm concerned that people may be taking well intentioned ideas and putting them into practice without any real hard data behind them that demonstrate how effective these ideas are.
In my experience with this book, and with many managers in the company I worked for reading it, the result was not very good. This book makes it clear that when it comes to 'The Team', 'The Team' is strictly made up of the leader and his subordinates. Once 'The Team' makes their decision, the rest of the company (the people who report to 'The Team') must get on board, or get off at the next bus stop.
I found this message to be inconsistent with many other proven management methods, including Lean manufacturing and Agile software development. Pretty much anything based on the Toyota model of running a company - which has a lot of supporting data behind it - was missing. Employee empowerment was not considered much, if at all, by the content of this book.
One of the other behaviors by the management of the company I worked for who adopted this book was also troubling. Much is made of 'trust' in this book. The importance of employees trusting management was made very clear in this book. The funny thing is that the management of the company, after having read this book, seemed to think that trust was something they had, merely as a result of them being in their management positions. An interesting idea, but I have found that trust is something that is usually earned rather than obtained by having been given some title. If you doubt that, please consider any President of the United States in the past 20 years and whether they had the trust of everyone in the country.
Overall, I recommend reading this book to prepare yourself for others who have read it. However, I have to strongly caution against implementing the ideas in this book.
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| overcomming the five dysfunctions of a team | 2009-09-03 | 5 / 5 |
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| Great book. Lot of practical on hands information. Very appropriate in todays workplace.This is a companion to The five dysfunctions of a team. The book gives a practical easy to read and understand look into the problems as well as the solutions to developing an effective team. |
| Overcoming the Five Dysfunctions of a Team - Field Guide | 2009-07-05 | 5 / 5 |
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| Lencioni's essential roadmap for establishing processes directed toward overcoming team dysfunction. Conversational tone makes this work highly accessible and useable. Specific recommendations lend themselves to action planning. |
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