4.+Lack+of+Commitment


 * [[image:maybe.jpg width="250" height="188" align="right" caption="Maybe "]]“Five Dysfunctions of a Team” **

**//Overview of Dysfunction 3 – “Lack of Commitment”//**
Retrieved July 12, 2009 from http://www.flickr.com/photos/35323318@N05/3516657121/  || 
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Lencioni (2002) defines commitment related to teams “Great teams make clear and timely decisions and move forward with the complete buy-in from every member of the team, even those who voted against the decision” (p. 207). However, the lack of commitment comes from the inability to trust a consensus process and a lack of certainty about the outcome. The side by side comparison shows how team beliefs and actions contribute to successful commitment.

· Changes direction without hesitation or guilt. || (Lencioni, 2002, p. 209)
 * **A team that fails to commit … ** || **A team that commits … ** ||
 * · Creates ambiguity among the team about direction and priorities || ·  Creates clarity around direction and priorities ||
 * · Watches windows of opportunity close due to excessive analysis and unnecessary delay || ·  Aligns the entire team around common objectives ||
 * · Breeds lack of confidence and fear of failure || ·  Develops an ability to learn from mistakes ||
 * · Revisits discussions and decisions again and again || ·  Takes advantage of opportunities before competitors do ||
 * · Encourages second-guessing among team members || ·  Moves forward without hesitation

Most teams think that you have to have complete agreement in order to forge ahead on a decision. This means that the team members do not have a clear definition of consensus. In some cases the group members that are holding back their agreement may only have the desire to be heard and have their opinions acknowledged. It is very important for the discussions about a decision to happen with great communication even if that consists of heated arguing.

The second cause of lack of commitment is certainty. Being uncertain about making a decision can be connected to a fear of committing because the outcome of the decision is unclear or threatening to the group or an individual in the group. However, it is very difficult to make any kind of decision when one believes the outcome to be uncertain. Fear of commitment according to this website: [] states that there are three types of people that don’t like to make commitments:

1) Those who don't like having to make major decisions -- making decisions simply goes against their nature. They find it hard to stick with anything long enough to reap the benefits.

2) Those who find it painful to make major decisions -- making any major decision is gut-wrenching and even traumatic, and

3) Those who just don't like the idea of "binding" decisions -- they see commitment as a point of "no turning back" and so feel cornered and trapped. Fear Of Commitment Explained: No Situation Is Hopeless. (2009, July 12). Retrieved July 12, 2009, from the World Wide Web: [] 


** //Role of the Leader// ** Taking into consideration consensus and certainty the leader has to strike a balance between the two. Ensuring that there are common objectives and clear priorities are part of the role of the leader during the discussion and decision making portions of the process. Teams that are committed can change directions and move forward without hesitation and take advantage of opportunities before the competition does. Commitment allows the team to align itself around common objectives with direction and clear priorities.

The leader must maintain the schedule set up by the team when making a decision and be willing to make a decision even if it turns out to be the wrong one. After a decision has been committed to by a group the leader becomes the manager and the monitor of the work. A leader must model and be willing to learn from their mistakes and guide the team to do the same.

The following strategies are all ways that a leader can support a team and build their capacity to function in a healthy way. These activities can strengthen the team’s ability to stay committed and deepen their trust of one another.
 * // Suggested strategies for overcoming “Lack of Commitment” based on Lencioni (2002) //**

Take a few minutes at the end of a meeting to summarize; who has done what, who is going to be doing what and when, deciding what should be kept confidently, what the other employees should be told. This type of action plan, clearly stated, keeps all member of the team connected to what has happened within the meeting. (p. 210)
 * // Cascading Messaging //**

Ambiguity of deadlines, lack of completing assignments for a project on time, and not being able to make decisions in a sequential order are all potential pitfalls which prevent a project from being completed or committed to. Little deadlines are just as important as the larger ones. It is vital to the success of the team’s work to consistently meet all established timelines. (p. 210)
 * // Deadlines //**

One exercise that will help teams become more willing to make decisions is called worst case scenario. When a team discusses the worst case scenario and realizes that inappropriate decisions may cause some negative or unintended consequences, they realize the importance of having a back-up or secondary plan which will allow them to continue to function. (p. 211)
 * // Contingency and Worst-case scenario Analysis //**

Another exercise is to force a team to make a decision after having lengthy discussion but not having much research on the topic. The team usually learns after wards that their decision was acceptable and probably not much different than if they would have spent a greater amount of time on the topic. (p. 211)
 * // Low-Risk Exposure Therapy //**