Sally, Executive VP, invited me to help her transform her team from being dysfunctional to a team that delivered all its potential. I told her I would give it a shot, but before meeting with them, we had to lay the necessary groundwork.
Preparation
Being asked to facilitate a dysfunctional group is an intervention. Before undertaking any group intervention, it is essential to be well informed about the audience you will work with. This conforms to the principle that “treatment without diagnosis is malpractice.”
Before meeting with the group, the following questions needed answers:
- Who asked for the intervention?
- Who decided it was a dysfunctional group?
- What does the group think of itself?
- Does the group want help?
- Describe the dysfunction.
- If the group were functional, what would be different?
- What outcomes are expected if/when functionality returns?
Given the answers to these questions, we would proceed to meet with the group.
Who asked for the intervention? Sally B., EVP of Socks and Stuff, Inc. “What prompted the request, Sally?”
“We have a business development group with ten executives and three support staff from IT, marketing, and distribution. They are all first born, all leaders, direct, take-charge people who are smart, unfamiliar with group process, and live in silos. They can’t even agree on the length of the meetings, time, place, and purpose. Everything is up for debate. They have no fun together. They are serious and argumentative. I organized the group, and I chose the wrong people. I don’t even like to attend their non-meetings.”
Who decided it was a dysfunctional group?
Members of the group
who came to Sally wanting to resign because of in-fighting.
What does the group think of itself?
The descriptors come from a sampling of the group by Sally’s secretary who sets the time, place, and purpose of each meeting. She polled half of the group and recorded their descriptors.
Selfish. Self-centered. Non-listeners. Polite when it is politically called for. Spotty attendance. Leaders without a leader. Loyal only to their department. Don’t see the big picture. Controlled hostility. Consistently talk about their toughness.
Does the group want help?
NO.
Describe the dysfunction.
Inability to reach consensus on nearly everything. Self-promoters, not company oriented. Disrespectful of anyone not at their level of accomplishment or position.
If the group were functional, what would be different?
Answer from Sally: The group would think of the organization first, then their department. They would commit to what’s good for the future, including employees and customers. They would support and respect each other and all employees.
Last question. What are the expected outcomes if/when functionality returns?
Answer from Sally: Ditto to my answer on functionality.
Delivery
Helen, Sally’s assistant, arranged the group meeting at 1-3 pm in the conference room. “All persons required to attend and arrive at 12:55 pm.”
Sally opened the meeting. To her surprise, everyone was 5-10 minutes early. “I’m happy we are all present and on time. (A few giggles). Let me introduce Warren Hoffman, our meeting facilitator and available if needed again. The purpose is to create a supportive culture where all do our best without looking for individual credit. If one succeeds, all succeed. It’s all yours, Warren.”
“I did a little research on this group. What I learned is on the sheet being distributed. Read the comments, and then give us your responses.“
(Silence and chair shuffling for 10 minutes.)
“Let’s discuss your responses. Who would like to start?”
An articulate, well-dressed woman began. “I have something to say. (She paused looking around the room, inviting attention.) “I’d like to know who said we were self-centered and lived in silos.” (No one spoke). “Does that mean that our facilitator made that up?”
“He didn’t make it up! I said it. And I think it unwise of you to ask who said what. It’s none of your business.” The voice was that of a junior staff member.
“Do you want to tell us what you said?”
“I’m the one who said that we are tough minded. We are not kind to each other, and I’m also guilty of that. It was not kind of me to add self-centeredness. I apologize. It’s time I start being kind and stop criticizing.”
The comments flowed freely after this initial exchange.
“I indicated that we did not need help. I now change my mind. Given what I’ve read, we need a lot of help. And you can start with me. I am a below average listener. Just ask my wife. How do I get better?”
“I need help on how to get consensus when there are many options on the table. It’s confusing and as a group we don’t settle on anything except arguing.”
“I don’t look forward to these meetings since we end up in the ditch nearly every time. How we got selected for this group is a mystery. We seem to do ok as individuals, and we’re terrible as a group. Help!”
The conversation was vigorous, and the discussion was dynamic. The facilitator thanked the group for their comments and suggested they get a blank sheet of paper and sharpen their pencils or pet their ballpoint pens.
On the paper please record three things: 1. What you can contribute to this group? 2. Your primary strength. 3. Your obvious limitations. When that’s finished, turn to the person on your right and share what you have written. Be aware of the depth of your conversation. Some of you may wish to share your learnings when we are finished. Ok? Begin….
Shared learnings poured from the group after the conversations were concluded. This exercise lasted ninety minutes.
“Wow. I have gained a friend. We never spoke to each other before. And we agreed to have coffee at least once each week.”
“Another wow for me. We could be twins. We share identical strengths and limitations. The only difference is what we hope to contribute to this group. Amazing.”
“We are so different that it’s exhilarating! Being different genders may be part of that. I want to hear more from my partner and now will listen rather than ignore.”
And the beat went on……
Personal connections in pairs made the difference. Listening without arguing was celebrated. Learning what is important to others helped frame what they learned about themselves. Sharing learnings is valuable for everyone. When credit is laid aside and everyone shares in the learning process, everyone gains, and no one loses.
