5 Dysfunctions pg. 1-25

What disappointments did DecisionTech experience after its first few months?

• Enthusiasm and loyalty deteriorated

• Employees left the company

• Deadlines weren't being met

• All of the above

Tags

CCSS.RI. 9-10.2

CCSS.RI.11-12.2

CCSS.RL.11-12.2

CCSS.RL.8.2

CCSS.RL.9-10.2

DecisionTech's team lacked unity and camaraderie. What did that translate to?

• No commitment

• No trust

• No accountability

• None of the above

Tags

CCSS.RI. 9-10.2

CCSS.RI.11-12.2

CCSS.RL.11-12.2

CCSS.RL.8.2

CCSS.RL.9-10.2

Reflect on if you've committed to the plans set forth by NHA, Warrendale, administration, or even your team. Have you received direction or suggestions and promptly made changes to meet expectations, have you been meeting deadlines, reading emails, been prompt in completing subject planning for your team, held your teammates accountable, uploaded your lesson plan to the school wide folder, or even communicated concerns, support, or solutions. Now be honest and rate your own personal level of commitment to your team.

On a scale of 1-3, how committed are you to meeting the expectations of your role at Warrendale?

1: Not committed

2: Partially committed

3: 100% all in!

• 1: Not committed

• 2: Partially committed

• 3: 100% all in!

Tags

CCSS.RI.11-12.10

CCSS.RI.7.10

CCSS.RI.8.10

CCSS.RI.9-10.10

CCSS.RL. 11-12.9

Is there anything that Dean Strickland can do within her control to increase your commitment level? If so, please explain. If not, what can you do on your end to commit to the teams success in meeting expectations that ultimately support our scholars?

Tags

CCSS.RL.2.6

CCSS.RL.8.3

Kathryn was selected as the next leader of the team. She appeared as a bad decision "on paper" because there was a cultural mismatch to the rest of the team.

• True

• False

Tags

CCSS.RI. 9-10.1

CCSS.RI.11-12.1

CCSS.RI.8.1

CCSS.RL.11-12.2

CCSS.RL.9-10.2

What convinced the chairman to hire Kathryn?

• Her resume was perfect and included the qualifications they had in mind for their next leader

• She was good at building high-performing teams

• He had a personal connection with her

• She had experience in Silicon Valley

Tags

CCSS.RI. 9-10.1

CCSS.RI.11-12.1

CCSS.RI.8.1

CCSS.RL.11-12.2

CCSS.RL.9-10.2

What did Kathryn do that caused grumblings about her leadership during the first 2 weeks?

• Walked the halls

• Chatted with staff members and observed meetings

• Refused someones suggestion for a meeting topic

• Asked Jeff to continue leading

• All of the above

Tags

CCSS.RI. 9-10.1

CCSS.RI.11-12.1

CCSS.RL.11-12.2

CCSS.RL.8.1

CCSS.RL.9-10.2

Why do you think Kathryn did those things during the first 2 weeks?

Tags

CCSS.RI.11-12.10

CCSS.RI.7.10

CCSS.RI.8.10

CCSS.RI.9-10.10

CCSS.RL. 11-12.9

Why did Kathryn believe that having no software experience was an advantage for her?

Tags

CCSS.RL.2.6

CCSS.RL.8.3

What is the goal of meetings that Jeff couldn't accomplish?

Tags

CCSS.RI.1.1

CCSS.RI.2.1

CCSS.RI.3.1

CCSS.RL.2.1

CCSS.RL.3.1