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  • Casual Articles - Team Dysfunction: The Roots of Resistance

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    of doing things, especially if it means we discover ways to improve? So often when I am hired to train groups and teams I hear, “No, that won’t work. We’ve already tried it.” I just don’t get it.

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    Maybe it’s a simple matter of the world being made up of two types of people: the ones who say, “why not?” and the others who say, “why bother?” But I doubt that too.

    No matter how many groups of open-minded, optimistic, and confident people there are, there always seems to be one who isn’t. The problem is that the hijinks of one negative per

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    don’t get it.

    How can people think they know everything about everything all the time? It’s one thing for aspiring fortune tellers, but professional business people? I don’t think so.

    Maybe it’s a simple matter of the world being made up of two types of people: the ones who say, “why not?” and the others who say, “why bother?” But I doubt that too.

    No matter how many groups of open-minded, optimistic, and confident people there are, there always seems to be one who isn’t. The problem is that the hijinks of one negative per

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    Maybe it’s a simple matter of the world being made up of two types of people: the ones who say, “why not?” and the others who say, “why bother?” But I doubt that too.

    No matter how many groups of open-minded, optimistic, and confident people there are, there always seems to be one who isn’t. The problem is that the hijinks of one negative per

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    p>

    No matter how many groups of open-minded, optimistic, and confident people there are, there always seems to be one who isn’t. The problem is that the hijinks of one negative person who thinks he or she knows more than other people, is enough to sabotage just about any organizational effort.

    As consultants, we're hired to improve organizational issues and effectiveness. Notice, the operative word here is “improve.” But when one rotten apple is able to distract others from matters at hand, they head those very opportunities off at the pass.

    On the surface, it's hard to know if there is "problem" among us. That is, until we hear the first “tsk” come from the back of the meeting room. But since the culprit blends in so well and never - ever sits in plain view, it's still hard to know at first who he or she is.

    So when his or her rolling eyes and heavy sighs graduate to note passing

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