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00:00Hello, how are you? Welcome back. Well, we're talking about these basic dysfunctions.
00:12of a team that we must try to avoid in our teamwork precisely because
00:17to be able to properly track the results of our teamwork and
00:23The second step, remember that we are starting from the base of the pyramid.
00:27second step that Patrick Lencioni mentions in this book of the five dysfunctions of a
00:32The team's fear of conflict is precisely the first step; trust was ensuring that
00:39There is trust between them; the second is the fear of conflict, and it is that when
00:46We don't express what we really think, and that's very damaging to the team. So at this point...
00:52Try to truly express what you have, even if it causes conflict with others, but let's see.
00:58He tells us that teams that lack trust are incapable of engaging in discussions.
01:05Instead of expressing ideas openly, sincerely, and passionately, they resort to veiled conversations and
01:12careful comments or even talking behind each other's backs—all the great relationships
01:19Those that endure over time require productive conflicts to grow; I am
01:25I'm sure you've had a fight with one of your best friends and expressed what you really think.
01:31Because with him there's trust, and then you can say what you really think, and maybe he'll...
01:36What your friend thinks isn't what you think, and that's okay because we're not going to take it personally.
01:42Immediately, personally, it's simply a conflict of ideas; we're debating what one thinks
01:49And the other person thinks differently; it's important to distinguish between an ideological conflict
01:56productive and a destructive and personal struggle for power is not about creating conflicts for the
02:04Power is about fighting for ideas with reasons; ideological conflict is limited to concepts and
02:12ideas and avoid focusing on personal issues and petty attacks, the purpose of the conflict
02:19Healthy is to produce the best possible solution in the shortest amount of time to the conflict
02:26Healthy actually saves time; those who avoid conflict are condemned to watch over it again and again.
02:33We keep going over the same problems without solving them, and that's very true when we don't really say what we want to say.
02:39We think what we really believe from such a point of view, from such an opinion, because in reality we are always
02:44We avoid problems and never truly convince ourselves that what we want
02:50Is saying or thinking wrong or right because we never bring the discussion to a conclusion if the members of a
02:59Team members who do not discuss openly and disagree on important ideas often resort to personal attacks
03:06which are far more unpleasant and damaging than any discussion about concrete problems
03:11So the key here is to clearly distinguish which conflicts we are talking about and which we are not talking about.
03:18We're talking about conflicts of ideas and proposals to solve problems, not personal attacks.
03:27conflicts that we could call ideological and not personal; personal conflicts must be eliminated.
03:34Then talk to your team and tell them, "Let's really discuss the best ideas, but..."
03:41Don't take it personally and don't attack each other. It's okay to be angry, but not with the person, but with the...
03:49ideas that the other person is expressing because if there isn't that genuine search for conflict, it will never happen
03:57To reach the best solution, we're going to waste time; we're going to try to avoid the other; we're going to try to
04:03to presume that we have the best idea, but that's not what it's about; it's about a real conflict of
04:08Ideas about your role as a leader. What is the real problem with leaders here? It's that sometimes
04:15We quickly interrupt the discussions; a genuine discussion begins in the group and the
04:22We stopped because we're afraid it will become uncontrollable; we're afraid one of them will insult the other and the other will...
04:29Don't be offended then, don't fall into that error, look at what Patril Plencioni says, one of the biggest challenges
04:35The challenge faced by a leader who wants to promote healthy conflict in their own organization is their own desire not to
04:42harming team members can lead to premature interruption.
04:50disagreements and prevent team members from developing adequate skills to deal
04:57Conflicts themselves reveal our fear, as do those who lead the team as leaders.
05:03It's interrupting too soon; let them fight, but always help them remember that it's not a
05:10Personal conflict is a conflict of ideas to arrive at the best idea, the best result, and from here
05:17Patrick Lencioni then introduces the next step: what is the next problem?
05:25The next dysfunction that a team has is the lack of commitment and how it is
05:31Connect one with the other because it's very easy when you don't express what you really think, what you really
05:37Feel what you truly believe; never compromise with what the group decides.
05:43You're going to have a personal opinion, and then you won't commit to the team's decision.
05:48When at least you expressed what you wanted to say and were heard, well, maybe it wasn't you
05:56It was the best idea, but it doesn't matter, the whole team already heard what everyone wanted to say and came up with the
06:02Best idea, you did your best, but then if you did, you can commit, you can
06:08To truly have a commitment to achieving the results the team seeks, if it doesn't express what...
06:15You feel you're not going to commit, and that's where the connection lies: if you accept productive conflict and
06:22The opinions and perspectives of team members are detected; this can lead to commitment.
06:27confidently making a decision, knowing that everyone has benefited from everyone's ideas is
06:34When you express what you truly think and feel, when you've given your best, then you'll...
06:42to commit even if your idea wasn't the one selected as the best, well then in the
06:49In the next video I will talk about the third dysfunction of a team