Leaders to Leader

Lessons from the Great American Leaders & How They Apply Now

Posts Tagged ‘devil’s advocate

Seven Negative Roles and Behaviors Which Undermine Team Performance

with 2 comments

conflict

Along with the existence of positive and constructive team roles, negative and destructive agendas can emerge that undermine the ability of individual teams to function and perform adequately.

Negative and destructive roles emerge for a variety of reasons, including personal agendas, resistance to change, immaturity, and lack of motivation and/or team leadership and management.

One of a leader’s major roles is to observe individual team members and watch for destructive and negative behaviors. When problems surface, they need to encourage the team to collectively recognize and handle them within the team environment. If this fails, it is up to leaders to take specific action with the offending individual(s).

Leaders need to be watchful for the following negative roles and behaviors within their individual teams:

Aggressor

The aggressor criticizes everything said within the team environment, and is in effect an active naysayer. He or she has the ability to block the introduction of new ideas and concepts by minimizing and deflating the status of other team members and creating a sense of intimidation. If this behavior and role is not checked it will tend to decrease the team’s overall motivation and subsequent member involvement.

Blocker

The blocker is a dominant personality who automatically rejects the views and perspectives of others out of hand. This individual blocks the team’s ability to brainstorm and discuss the merits of new concepts and ideas raised. Like the aggressor, this individual can be highly detrimental to the team effort as he or she intimidates individual members, limits their participation and decreases overall team motivation and involvement.

Withdrawer

The withdrawer holds back his or her personal participation and refuses to become active within the team environment. This individual focuses the team on his or her immature behavior and attempts to resolve the conflict and unrest it creates, which effectively limits the team’s ability to make progress on problems and assigned projects.

Recognition Seeker

The recognition seeker looks for personal attention and in so doing monopolizes the discussion by continually asserting his or her personal ideas, suggestions and viewpoints. The recognition seeker is also attempting to win the team over to his or her ideas and opinions. Unfortunately, this behavior minimizes other individual team members input, which hampers overall team participation, involvement and motivation.

Topic Jumper

A topic jumper is unable to explore any specific topic in depth. He or she displays a short attention span and continually interrupts group discussions by attempting to change the subject. These continual interruptions diminish overall productivity by keeping team meetings off-focus.

Dominator

The dominator displays threatening and bullying behavior within the team setting. This individual uses intimidating and minimizing behavior in an attempt to take over the team and control all discussions. The dominator will typically “hijack” the team by coercing it to pursue his or her personal agenda.

Devil’s Advocate

While the devil’s advocate in the sense of introducing different viewpoints into the team discussion is a positive team function, it can become a negative role when used to block team progress or consensus. In this regard, the devil’s advocate is simply a naysayer that refuses to allow the team to move forward.

Excerpt: Building Team Roles & Direction: Pinpoint Leadership Skill Development Training Series. (Majorium Business Press, Stevens Point, WI 2011) $ 17.95 USD

Related:

How Personal Agendas Can Destroy a Team

The Use of Teams Requires Self-Discipline

When Performance Lags, Look to the Team Culture

Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2014 Timothy F. Bednarz, All Rights Reserved

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How Personal Agendas Can Destroy a Team

with 10 comments

smallgroup10

Effective teams worry about obtaining positive results. This is why they typically succeed in the projects they are assigned, and in implementing the positive solutions they generate.

Teams are unlike work groups. They are an assembly of people who are committed to balanced participation, equal contribution and regular deliberation. The ideas and abilities of individual team members need to be used for the overall good of the project or its purpose. Such a collaborative dynamic does not occur automatically. It takes a great deal of energy and purposeful activity and is easily destroyed by the lack of focus, agendas and motivation of participating team members.

Successful teams consciously focus on how to generate better results. To get them, a team needs to be able to organize its talent, assigned roles, tasks and processes so members remain interested and absorbed in what the team is charted to do and accomplish.

When a team does not worry about generating positive results, it will never function as effectively as it can. One reason is because members will resort to performing roles and taking stances that tend to suit and advance their own purposes and desires, but act against the best interests of the team.

These actions are quite destructive. They can easily undermine team success in terms of efficiently and effectively addressing and accomplishing the task it was assigned. These destructive forces must be guarded against if a team is to be a highly productive and functional decision making entity.

When a team fails to be results oriented, it tends to allow five major destructive forces to take root. This is the result of looking the other way and allowing members who have a tendency for continually “turning off,” “labeling,” “playing devil’s advocate,” “controlling” and “yes-butting” to take over team processes and group dynamic standards and structure.

To obtain better team results and sustain a high focus on generating them, with the least amount of disruptive interference, the team alone must become responsible for:

  • Minimizing actions that result in negative attitudes toward addressing and advancing the team project
  • Maximizing actions that make team participants enjoy the process of collaborative problem solving and experimentation
  • Modeling and reinforcing effective performance techniques that have a problem-centered focus
  • Getting team members excited about the project’s associated opportunities and challenges
  • Making the team as a whole eager to function effectively and cooperatively while moving it continually forward
  • Reducing frustrations to prevent members from becoming unmotivated and giving up
  • Overcoming and preventing these major destructive forces is absolutely necessary.

Turning off Others and Project Excitement

There are seven specific actions that work to turn others off as well as decrease levels of personal and team enthusiasm toward an assigned project:

  • Personal interruptions when someone is trying to explain something
  • Taking discussions off track
  • Ignoring what a speaker is saying
  • Ignoring and/or downplaying others and their responses
  • Using nonverbal negative communication tactics
  • Being singularly focused and totally closed-minded
  • Using derisive humor

Any of these actions indicate that a team member simply doesn’t want to take responsibility to help the team perform and function well, or take an active interest in what it is trying to accomplish and tend to generate a lot of conflict within a team.

This is because individuals who attempt to shut down the sharing of explanations, insights and opinions will impede team progress and problem solving efforts, which makes it difficult and frustrating for others who want to move forward.

It is easy to predict that the majority of team members will likely tend to isolate offending individuals rather than openly and conscientiously deal with their inappropriate actions in an attempt to alter or change their behavior. As a result the team loses a valuable member simply because it failed to adhere to and reinforce the standards of communication it had set for itself.

Labeling

When a team fails to maintain a results-oriented focus, it often allows labeling to go unchecked. When someone inside a team places a label on another member’s behavior or attempts to describe another’s attitudes or motives, this individual becomes a detrimental force to reckon with.

Major breakdowns in team process and progress are often due to intentional or unintentional labeling practices. Labeling occurs when team members: talk forcibly to someone, intentionally confront another person in an intimidating manner, suggest that another person has a particular attitude or unworthy motive, or react sharply by challenging what another person is saying or implying.

Whatever tactic is used, predictably speaking, a team can be certain that the person being attacked will immediately resort to a defensive position, and conflict and resentment will follow. This tends to disrupt and halt any discussion or conversation. In teams this is extremely detrimental and unproductive.

Not only do labels affect the whole team in a social way, but also seriously affect the individuals being labeled from a psychological standpoint. Members who are labeled negatively by their team counterparts or peers tend to: be more depressed, have a lower self-esteem, portray defensive characteristics, and dominate others as a personal protective measure.

Self-concept may play a large role in the everyday happenings of labeling behaviors. When a team member assigns a label to another team member, it may actually reflect how this particular person perceives and views him or herself.

Research further suggests that a person’s flexible self-concept influences the process by which people form impressions of others. In other words, self-concept impacts the labels one tends to apply to others.

No matter what, labeling practices are fairly predictable. Silence and non-participation will become more apparent within the team, and resentment toward others will cloud and hinder open communication.

Playing Devil’s Advocate

Playing the role of devil’s advocate is typically exhibited through the use of the word “no,” which oftentimes is referred to as “nay-saying.” Predictably, this type of occurrence generates not only conflict and chaos, but also frustration and stress within the team setting.

A devil’s advocate makes certain that whatever is ineffective or bad in regard to another’s idea, opinion or suggestion is openly and emphatically expressed. They emphasize so powerfully what is wrong with something, that what is right tends to get buried or ignored before it is even explored.

It is important to counter this type of team-subverting behavior, which can be done individually by interjecting something like:

  • “I heard what you had to say but I would also like to hear another’s point of view on this.”
  • “I am really not interested so much in why (name) takes this position as I am in (name’s) reasoning behind it, and this is what I wish to know more about.”
  • “I totally agree that there may be reasons why this won’t work, but I am intrigued by the possibility that it may work. Let’s address why and how it could possibly work
  • effectively.”

Controlling

Without maintaining a focus on how to get the best results possible, it becomes easy to predict that a team will allow one or more of its members to control its: progress, issues, structure, methods of problem solving, and overall situations. This becomes a major reason why a team ends up functioning far less effectively and obtaining lower-level results.

It is important to understand what control looks like so the team can proactively watch for and effectively handle these types of situations. Individuals who always attempt to take control tend to have personalities that are fear or pride driven, even though they may have no idea that these two factors continually influence them.

The team needs to take a step back and ask, “Why does this person feel the need to dictate or to control this issue or situation?” Most controlling individuals tend to fear that if they do not control the situation, they will lose control of their surroundings and influence.

Often control is related to one’s feelings of self-importance or pride as an individual feels the need to be in control to feel special or be the center of attention. Unfortunately, “pride” in a team setting often manifests itself as an unwillingness to back down or to surrender power or authority. Ultimately it is to accept that someone else might be right and that the other might be wrong.

The team and its members must realize that control is the opposite of trust. If a member feels the need to constantly be in control of what the team focuses on, how something is done or what it does, this individual is demonstrating that he or she does not trust the team to make appropriate or effective decisions on its own.

Predictably, this lack of trust is detrimental, especially within a team setting, since trust is a vital part of the team relationship process, which enables each person within it to feel important and trustworthy.

Many controlling personalities don’t ever think about what they are doing. Most don’t realize that they are controlling individuals until they are told. Control can be broken. It is not a permanent condition that cannot be changed. Most people who are controlling in their actions and behaviors want to change, they just don’t know how.

Several action steps members can take to help overcome control issues within the team environment include:

  • The first step requires the team to acknowledge that an individual is projecting a dominating or controlling personality.
  • The second step requires openly addressing it. For those with pride-based control, this is a difficult exercise, but a very important one that is crucial to change.
  • The third step requires the offending individual to accept needed, constructive criticism, which can be part of the set standards for the team.
  • This step will demonstrate a true desire on the person’s part to be a better team player. It also will begin to reestablish elements of personal as well as team trust.
  • The fourth step requires changing the team’s reaction to control-based situations. These circumstances will occasionally happen, but as a team it is important how its members react, address and respond to them.
  • The fifth step requires creating a more solid, positive team atmosphere, which includes keeping positive words flowing, never talking in a derogatory way about others, either in front of or away from them.

“Yes-Buts”

One of the most common occurrences within a team discussion is demonstrating the “yes-but” syndrome. This is typically done in response to someone’s ideas, suggestions or way to approach something.

Predicting the effects created by this is fairly reliable: unclear, ambiguous messages are sent and interpreted. Responses appear to say one thing but actually convey another leading to team communication breakdowns and miscommunication.

This is one of the hardest practices to detect within a team setting because it is often used so subtly and skillfully. Yes-buts:

  • Imply, “I heard what you said but you are wrong.”
  • Tend to be a personal discounting of what another person says or believes.
  • Tell the speaker, “As a listener I think you may have a good or useful idea or suggestion, but it isn’t worth much in this situation.”

The “yes-but” technique is often used to soften the blow of disagreement. This approach tends to occur most when members on the team attempt to personally sell an idea to others or want to take control of a situation.

Either way, “yes-butting” should be put to rest quickly. Allowing team members to apply this technique will predictably hinder progress while forcing likely effective solutions out of the problem solving picture.

Related:

Five Critical Factors of Team Success

The Use of Teams Requires Self-Discipline

When Performance Lags, Look to the Team Culture

Excerpt: Developing & Planning for Team Results (Majorium Business Press, Stevens Point, WI 2011) $ 18.95 USD

Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2013 Timothy F. Bednarz, All Rights Reserved

//

Overcoming and Preventing Groupthink

with 5 comments

onewaysign

Overcoming and preventing groupthink tendencies requires leaders’ constant diligence and continual attention. For constructive thinking to occur within team environments, individuals must possess high degrees of like-mindedness regarding the basic values and mutual respect needed for their teams to succeed. This requires a level of cohesiveness, where personalities become blended and balanced through common missions and purposes.

As leaders attempt to tackle the complicated issues surrounding groupthink, they should be cognizant of the critical evaluator roles all team members assume. They need to understand the constant hazards associated with issues that require rapid action, such as prolonged debates, or with open criticism that potentially leads to damaged feelings, especially when team members resolutely live up to their roles as critical evaluators. Feelings of rejection, depression and anger might be evoked when challenging particular team decisions. This can have a corrosive effect on team morale and working relationships.

It is important for leaders to understand both the negative and positive consequences associated with individual personalities when it comes to dealing with complex groupthink issues. The personality mix of individual team members determines and impacts subsequent team environments and group dynamics. The addition or removal of individual team members tends to greatly impact team environments and their interrelated dynamics.

There are specific strategies to prevent and overcome groupthink tendencies. These can also be implemented when particular individuals are actively decreasing overall team effectiveness.

Create Subgroups

Leaders may need to periodically create subgroups that meet separately under different group leaders to work on the same general team problems. This method creates contrastive team environments with varied personality mixes for arriving at separate conclusions. Once these subgroups have each arrived at a separate consensus, they should all be brought together as a unified team to present their findings and negotiate specific differences.

Consult with Other Associates

Leaders should discuss their teams’ deliberations with trusted associates in their organization. These individuals should possess different expertise, outlooks and values. Once identified, they are expected to make independent evaluations and critiques of team progress. They should be able to offer fresh perspectives and possible solutions that may have been overlooked.

Leaders should then report back to their teams on these in-depth discussions and incorporate newly acquired ideas and recommendations into their teams’ deliberation processes.

Invite Outside Expertise

Leaders should periodically introduce outside expertise into their team environments. This expertise can come from individuals who are trusted associates in their own organizations. They should be selected because of their inherent capacity to grasp new ideas quickly, their ability to identify hidden agendas, their sensitivity to moral and ethical issues and their verbal skills to effectively communicate criticism directly to the teams involved.

Regularly Rotate the Role of Devil’s Advocate

While the role of devil’s advocate is institutionalized in most team environments, leaders should assign the role to a different individual for each team meeting. This rotation gives all team members the opportunity to actively challenge the consensus of the majority at, instead of after, a team meeting.

Spend Time on Surveying Warning Signs

In order to counteract their team’s illusions of invulnerability and tendency to ignore warning signs that interfere with member complacency, leaders may need to make a concerted effort to induce both themselves and team members to pay specific attention to special risks and make appropriate contingency plans accordingly.

Even when team members are assigned specific roles to point out the potential risks that the group needs to consider, they are likely to disregard any warnings if there is a preexisting consensus among the members. Therefore it is critical for leaders to invest time and energy to address specific warning signs that may otherwise go unrecognized because of individual teams succumbing to a groupthink mode.

Holding a Second Consensus Meeting

In order to prevent premature consensus based on feelings of invulnerability, stereotypes and unexamined assumptions, second meetings should be scheduled before individual teams make actual commitments and after they have arrived at their initial consensus. When teams arrive at a consensus, leaders should announce this second meeting, providing individual members with a sufficient amount of time to ponder and reconsider their deliberations, discussions and solutions.

Members should be encouraged to play devil’s advocate and express all residual doubts and rethink entire issues before making any definitive decisions. They should be encouraged to challenge their own arguments and fully disclose and discuss all related risks and objections. Individual team members should present any and all possible objections that have not been previously discussed and explored.

To facilitate discussions, team members should be encouraged to prepare one to two-page documents ahead of time to stimulate open dialogues. These documents need to be collected, copied and disseminated to all team members at the second consensus meeting.

Team secretaries should compile and summarize all key points into a formal document that is given to all members, including the supporting documentation that every individual team member initially provided. This process ensures full disclosure and discussion of all key points, doubts and objections that were not originally brought up prior to the team consensus.

Related:

Five Pitfalls Teams Need to Avoid

How Do Know If Your Teams Are Remaining Strong & Productive

Seven Negative Roles & Behaviors Which Undermine Team Performance

Excerpt: Personality Differences within the Team Setting: Pinpoint Leadership Skill Development Training Series (Majorium Business Press, Stevens Point, WI 2011) $ 17.95 USD

Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2013 Timothy F. Bednarz, All Rights Reserved

Written by Timothy F. Bednarz, Ph.D.

January 28, 2013 at 10:39 am

How Personal Agendas Can Destroy a Team

with 2 comments

hospital-meeting

Effective teams worry about obtaining positive results. This is why they typically succeed in the projects they are assigned, and in implementing the positive solutions they generate.

Teams are unlike work groups. They are an assembly of people who are committed to balanced participation, equal contribution and regular deliberation. The ideas and abilities of individual team members need to be used for the overall good of the project or its purpose. Such a collaborative dynamic does not occur automatically. It takes a great deal of energy and purposeful activity and is easily destroyed by the lack of focus, agendas and motivation of participating team members.

Successful teams consciously focus on how to generate better results. To get them, a team needs to be able to organize its talent, assigned roles, tasks and processes so members remain interested and absorbed in what the team is charted to do and accomplish.

When a team does not worry about generating positive results, it will never function as effectively as it can. One reason is because members will resort to performing roles and taking stances that tend to suit and advance their own purposes and desires, but act against the best interests of the team.

These actions are quite destructive. They can easily undermine team success in terms of efficiently and effectively addressing and accomplishing the task it was assigned. These destructive forces must be guarded against if a team is to be a highly productive and functional decision making entity.

When a team fails to be results oriented, it tends to allow five major destructive forces to take root. This is the result of looking the other way and allowing members who have a tendency for continually “turning off,” “labeling,” “playing devil’s advocate,” “controlling” and “yes-butting” to take over team processes and group dynamic standards and structure.

To obtain better team results and sustain a high focus on generating them, with the least amount of disruptive interference, the team alone must become responsible for:

  • Minimizing actions that result in negative attitudes toward addressing and advancing the team project
  • Maximizing actions that make team participants enjoy the process of collaborative problem solving and experimentation
  • Modeling and reinforcing effective performance techniques that have a problem-centered focus
  • Getting team members excited about the project’s associated opportunities and challenges
  • Making the team as a whole eager to function effectively and cooperatively while moving it continually forward
  • Reducing frustrations to prevent members from becoming unmotivated and giving up
  • Overcoming and preventing these major destructive forces is absolutely necessary.

Turning off Others and Project Excitement

There are seven specific actions that work to turn others off as well as decrease levels of personal and team enthusiasm toward an assigned project:

  1. Personal interruptions when someone is trying to explain something
  2. Taking discussions off track
  3. Ignoring what a speaker is saying
  4. Ignoring and/or downplaying others and their responses
  5. Using nonverbal negative communication tactics
  6. Being singularly focused and totally closed-minded
  7. Using derisive humor

Any of these actions indicate that a team member simply doesn’t want to take responsibility to help the team perform and function well, or take an active interest in what it is trying to accomplish and tend to generate a lot of conflict within a team.

This is because individuals who attempt to shut down the sharing of explanations, insights and opinions will impede team progress and problem solving efforts, which makes it difficult and frustrating for others who want to move forward.

It is easy to predict that the majority of team members will likely tend to isolate offending individuals rather than openly and conscientiously deal with their inappropriate actions in an attempt to alter or change their behavior. As a result the team loses a valuable member simply because it failed to adhere to and reinforce the standards of communication it had set for itself.

Labeling

When a team fails to maintain a results-oriented focus, it often allows labeling to go unchecked. When someone inside a team places a label on another member’s behavior or attempts to describe another’s attitudes or motives, this individual becomes a detrimental force to reckon with.

Major breakdowns in team process and progress are often due to intentional or unintentional labeling practices. Labeling occurs when team members: talk forcibly to someone, intentionally confront another person in an intimidating manner, suggest that another person has a particular attitude or unworthy motive, or react sharply by challenging what another person is saying or implying.

Whatever tactic is used, predictably speaking, a team can be certain that the person being attacked will immediately resort to a defensive position, and conflict and resentment will follow. This tends to disrupt and halt any discussion or conversation. In teams this is extremely detrimental and unproductive.

Not only do labels affect the whole team in a social way, but also seriously affect the individuals being labeled from a psychological standpoint. Members who are labeled negatively by their team counterparts or peers tend to: be more depressed, have a lower self-esteem, portray defensive characteristics, and dominate others as a personal protective measure.

Self-concept may play a large role in the everyday happenings of labeling behaviors. When a team member assigns a label to another team member, it may actually reflect how this particular person perceives and views him or herself.

Research further suggests that a person’s flexible self-concept influences the process by which people form impressions of others. In other words, self-concept impacts the labels one tends to apply to others.

No matter what, labeling practices are fairly predictable. Silence and non-participation will become more apparent within the team, and resentment toward others will cloud and hinder open communication.

Playing Devil’s Advocate

Playing the role of devil’s advocate is typically exhibited through the use of the word “no,” which oftentimes is referred to as “nay-saying.” Predictably, this type of occurrence generates not only conflict and chaos, but also frustration and stress within the team setting.

A devil’s advocate makes certain that whatever is ineffective or bad in regard to another’s idea, opinion or suggestion is openly and emphatically expressed. They emphasize so powerfully what is wrong with something, that what is right tends to get buried or ignored before it is even explored.

It is important to counter this type of team-subverting behavior, which can be done individually by interjecting something like:

  • “I heard what you had to say but I would also like to hear another’s point of view on this.”
  • “I am really not interested so much in why (name) takes this position as I am in (name’s) reasoning behind it, and this is what I wish to know more about.”
  • “I totally agree that there may be reasons why this won’t work, but I am intrigued by the possibility that it may work. Let’s address why and how it could possibly work effectively.”

Controlling

Without maintaining a focus on how to get the best results possible, it becomes easy to predict that a team will allow one or more of its members to control its: progress, issues, structure, methods of problem solving, and overall situations. This becomes a major reason why a team ends up functioning far less effectively and obtaining lower-level results.

It is important to understand what control looks like so the team can proactively watch for and effectively handle these types of situations. Individuals who always attempt to take control tend to have personalities that are fear or pride driven, even though they may have no idea that these two factors continually influence them.

The team needs to take a step back and ask, “Why does this person feel the need to dictate or to control this issue or situation?” Most controlling individuals tend to fear that if they do not control the situation, they will lose control of their surroundings and influence.

Often control is related to one’s feelings of self-importance or pride as an individual feels the need to be in control to feel special or be the center of attention. Unfortunately, “pride” in a team setting often manifests itself as an unwillingness to back down or to surrender power or authority. Ultimately it is to accept that someone else might be right and that the other might be wrong.

The team and its members must realize that control is the opposite of trust. If a member feels the need to constantly be in control of what the team focuses on, how something is done or what it does, this individual is demonstrating that he or she does not trust the team to make appropriate or effective decisions on its own.

Predictably, this lack of trust is detrimental, especially within a team setting, since trust is a vital part of the team relationship process, which enables each person within it to feel important and trustworthy.

Many controlling personalities don’t ever think about what they are doing. Most don’t realize that they are controlling individuals until they are told. Control can be broken. It is not a permanent condition that cannot be changed. Most people who are controlling in their actions and behaviors want to change, they just don’t know how.

Several action steps members can take to help overcome control issues within the team environment include:

  • The first step requires the team to acknowledge that an individual is projecting a dominating or controlling personality.
  • The second step requires openly addressing it. For those with pride-based control, this is a difficult exercise, but a very important one that is crucial to change.
  • The third step requires the offending individual to accept needed, constructive criticism, which can be part of the set standards for the team.
  • This step will demonstrate a true desire on the person’s part to be a better team player. It also will begin to reestablish elements of personal as well as team trust.
  • The fourth step requires changing the team’s reaction to control-based situations. These circumstances will occasionally happen, but as a team it is important how its members react, address and respond to them.
  • The fifth step requires creating a more solid, positive team atmosphere, which includes keeping positive words flowing, never talking in a derogatory way about others, either in front of or away from them.

“Yes-Buts”

One of the most common occurrences within a team discussion is demonstrating the “yes-but” syndrome. This is typically done in response to someone’s ideas, suggestions or way to approach something.

Predicting the effects created by this is fairly reliable: unclear, ambiguous messages are sent and interpreted. Responses appear to say one thing but actually convey another leading to team communication breakdowns and miscommunication.

This is one of the hardest practices to detect within a team setting because it is often used so subtly and skillfully. Yes-buts:

  • Imply, “I heard what you said but you are wrong.”
  • Tend to be a personal discounting of what another person says or believes.
  • Tell the speaker, “As a listener I think you may have a good or useful idea or suggestion, but it isn’t worth much in this situation.”

The “yes-but” technique is often used to soften the blow of disagreement. This approach tends to occur most when members on the team attempt to personally sell an idea to others or want to take control of a situation.

Either way, “yes-butting” should be put to rest quickly. Allowing team members to apply this technique will predictably hinder progress while forcing likely effective solutions out of the problem solving picture.

Related:

Five Critical Factors of Team Success

The Use of Teams Requires Self-Discipline

When Performance Lags, Look to the Team Culture

Excerpt: Developing & Planning for Team Results (Majorium Business Press, Stevens Point, WI 2011) $ 18.95 USD

Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2013 Timothy F. Bednarz, All Rights Reserved

Seven Negative Roles & Behaviors Which Undermine Team Performance

with 14 comments

Along with the existence of positive and constructive team roles, negative and destructive agendas can emerge that undermine the ability of individual teams to function and perform adequately.

Negative and destructive roles emerge for a variety of reasons, including personal agendas, resistance to change, immaturity, and lack of motivation and/or team leadership and management.

One of a leader’s major roles is to observe individual team members and watch for destructive and negative behaviors. When problems surface, they need to encourage the team to collectively recognize and handle them within the team environment. If this fails, it is up to leaders to take specific action with the offending individual(s).

Leaders need to be watchful for the following negative roles and behaviors within their individual teams:

Aggressor

The aggressor criticizes everything said within the team environment, and is in effect an active naysayer. He or she has the ability to block the introduction of new ideas and concepts by minimizing and deflating the status of other team members and creating a sense of intimidation. If this behavior and role is not checked it will tend to decrease the team’s overall motivation and subsequent member involvement.

Blocker

The blocker is a dominant personality who automatically rejects the views and perspectives of others out of hand. This individual blocks the team’s ability to brainstorm and discuss the merits of new concepts and ideas raised. Like the aggressor, this individual can be highly detrimental to the team effort as he or she intimidates individual members, limits their participation and decreases overall team motivation and involvement.

Withdrawer

The withdrawer holds back his or her personal participation and refuses to become active within the team environment. This individual focuses the team on his or her immature behavior and attempts to resolve the conflict and unrest it creates, which effectively limits the team’s ability to make progress on problems and assigned projects.

Recognition Seeker

The recognition seeker looks for personal attention and in so doing monopolizes the discussion by continually asserting his or her personal ideas, suggestions and viewpoints. The recognition seeker is also attempting to win the team over to his or her ideas and opinions. Unfortunately, this behavior minimizes other individual team members input, which hampers overall team participation, involvement and motivation.

Topic Jumper

A topic jumper is unable to explore any specific topic in depth. He or she displays a short attention span and continually interrupts group discussions by attempting to change the subject. These continual interruptions diminish overall productivity by keeping team meetings off-focus.

Dominator

The dominator displays threatening and bullying behavior within the team setting. This individual uses intimidating and minimizing behavior in an attempt to take over the team and control all discussions. The dominator will typically “hijack” the team by coercing it to pursue his or her personal agenda.

Devil’s Advocate

While the devil’s advocate in the sense of introducing different viewpoints into the team discussion is a positive team function, it can become a negative role when used to block team progress or consensus. In this regard, the devil’s advocate is simply a naysayer that refuses to allow the team to move forward.

Excerpt: Building Team Roles & Direction: Pinpoint Leadership Skill Development Training Series. (Majorium Business Press, 2011) $ 17.95 USD

If you would like to learn more about effective team roles refer to Building Team Roles & Direction: Pinpoint Leadership Skill Development Training Series. This training skill-pack features eight key interrelated concepts, each with their own discussion points and training activity. It is ideal as an informal training tool for coaching or personal development. It can also be used as a handbook and guide for group training discussions. Click here to learn more.

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Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It
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Copyright © 2012 Timothy F. Bednarz, All Rights Reserved

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