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00:00Hello, how are you? Welcome back. We're on the third team dysfunction and
00:13You, as a leader, have probably already faced the situation where you don't know what decision to make.
00:19to decide which decision was made, the one everyone thinks was the one I'm certain was the one
00:26authentic, the real one, the good one, or sometimes you're at that impasse and you don't know how to get out of it.
00:34Well, from this situation, and then he doesn't make any decision, well, those are two mistakes that
00:40This dysfunction of the team is precisely reflected in this: not making decisions is a serious mistake and
00:47Also, to make the decision that is everyone's opinion, even if it's not the right one, well, that's also...
00:54an error, let's see what this dysfunction is about, the team calls it that, Patrick Lencioni, the fault
01:02There is no real commitment when there is trust, but when there is no real discussion, there is no real commitment either.
01:09commitment of people without adding their opinions in the course of an open and authentic debate
01:16Team members rarely truly accept decisions and commit themselves.
01:23With them, see if you didn't give what you really had, what you thought you weren't going to commit, but
01:31Then Patrick Lencioni says there are two things that are very important in the context of a team:
01:36Commitment depends on two things: the clarity and acceptance of the clarity of the purpose of the
01:43clarity of what is being done in the team and acceptance of what is being done, but there are
01:49also two errors, two caricatures that are bad, misunderstanding these two important elements.
01:55Clarity and acceptance—these two errors are certainty and consensus. I'll explain it to you according to
02:03Patrick Lencioni explains that the two main causes of lack of commitment are the desire to
02:09Consensus and the need for certainty—what is meant by certainty?—we can be paralyzed before.
02:17to make the decision because of the uncertainty of knowing if it is the right decision, as I explained to you at the beginning
02:22There is an old military axiom that says one decision is better than no decision; it is better to adopt
02:31boldly make a decision and be wrong, and change direction with the same boldness as not doing anything.
02:38Great teams also pride themselves on being able to unite behind decisions and on...
02:45Commit to clear actions, so the point is that you don't remain indecisive.
02:52As a leader, you also have to make decisions, and the worst thing you can do is not decide, nor seek certainty.
02:59which is the good choice to be able to decide, but sometimes we don't have it, that's why there was the previous debate, but
03:06At some point you have to decide and take action, so remember this axiom that quotes
03:12Patrick, do something, even if it's just making a decision, even a bad one, is better than never.
03:21It's better to make a decision and correct it if you realize it was wrong than to never decide at all.
03:28The second cause of lack of commitment is the desire for consensus, and now we're going to see what that is.
03:39Patrick Lencioni says that this could be another trap: looking for agreement
03:48For an agreement above the truth, the best opinion of what I was telling you is that everyone agrees
03:55in order to act, but it is not necessarily the best thing; reasonable human beings do not need that
04:02their opinion doesn't prevail to support a decision, but they only need to know that their opinions were taken into account.
04:08The big teams listen to and consider the opinions of everyone around the world.
04:16be genuinely considered, which then leads to a willingness to support the decision that
04:23Finally, take the group, you see, so don't seek consensus above all else, seek the truth.
04:31Above all, look for the good things, what the team really expects, and see if you're, for example, in a group of
04:41A parish, within a church team, seeks what God wants from that team; it seeks what is good for everyone.
04:48It's not really what everyone wants
04:52And in this little box I've clearly shown you those two positive concepts that you see here in white and in front.
05:00Well, like those cartoons or those mistakes, those misunderstandings of these positive concepts
05:05Certainty would be the opposite of clarity, and consensus would be the opposite of acceptance.
05:10What's in white is positive, and the problem is when we confuse it with what
05:18It is in gray, certainty and consensus, how can a team achieve the commitment of its members
05:25They take two specific steps to maximize clarity on what is being sought and what has been committed to.
05:34Working as a team, they see that this is a good step to further engage their team members, to create more clarity about what they are aiming for and what they have committed to, and also to achieve greater acceptance of these goals.
05:50Resisting the temptations of consensus and certainty, what is your role as a leader within this problem of precisely the lack of commitment?
06:02The leader must be comfortable with the prospect of making a decision that may ultimately turn out to be wrong.
06:10In other words, you're not perfect, you can make mistakes, and you should be comfortable with that; you don't know everything.
06:16And the leader must be continually pressuring the group to respect the established program.
06:25What a leader should not do is place too much value on certainty and consensus
06:31So, if you're not perfect, you can make mistakes, but you seek advice, you seek to hear everyone's opinion.
06:39You want to have a real discussion about what's good, and then go ahead and make decisions.
06:45What is the connection to the next level, the next dysfunction?
06:50Well, the next dysfunction will be avoiding responsibilities; if nobody commits, then everyone washes their hands of it.
06:58I don't want responsibilities, maybe you see that in your team, well, look, it must be because of that whole staircase we've been examining.
07:08examining and then connecting to the next level so that team members can demand more of themselves
07:16Both parties must clearly understand what is expected of them for appropriate conduct.
07:22It is not legitimate to demand explanations from someone for something that was never clearly stated beforehand nor was it the subject of a commitment.
07:30Reason for commitment and in a few more minutes I'll see you in the next video