Team members identify the single most important contribution that each of their peers makes to the team, as well as the one area that they must either improve upon or eliminate for the good of the team. Questions might include: number of siblings, hometown, unique challenges of childhood, favorite hobbies, first job, and worst jobīy describing these relatively innocuous attributes or experiences, team members begin to relate to one another on a more personal basis, and see one another as human beings with life stories and interesting backgrounds. Go around the table during a meeting and have team members answer a short list of questions about themselves. Teams can overcome this dysfunction by sharing experiences, following through in multiple ways, demonstrating credibility, and developing strong insight into the unique characteristics of team members.
They dread meetings and find reasons to avoid spending time together They waste time and energy managing their behaviors for effect They jump to conclusions about the intentions and aptitudes of others without attempting to clarify them They hesitate to offer help outside their own areas of responsibility They hesitate to ask for help or provide constructive feedback People conceal their weaknesses and mistakes from one another The absence of trust is a huge waste of time and energy as team members invest their time and energy in defensive behaviors, and are reluctant to ask for help from – or assist – each other. Vulnerabilities include weaknesses, skill deficiencies, interpersonal shortcomings, mistakes, and requests for help. Being vulnerable is more or less being receptive to constructive feedback. This happens when team members are unable to show their weaknesses be vulnerable and open with one another. The fear of being vulnerable with team members prevents the building of trust within the team.
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