5 Dysfunctions of a Team
Discover the 5 Dysfunctions of a Team—trust, conflict, commitment, accountability, and results—that hinder team success. Learn how to identify and overcome these barriers to build a high-performing, cohesive, and accountable team culture.
Mason Bennett
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5 Dysfunctions of a Team
Description
Many teams are unable tn perform well r having neither the courage, nor the discipline to overcame the
cause of politicking end dysfunctional behavior. In his book, Patrick Lencioni identifies five dysfunctions
of a team that are a b arrier to succes s.
1. Absence of Trust: Fearful af being open and vulnerable with others
2. Fear of Conflict: Can't get to discuss critical Issues; trying too hard to keep the peace.
3. Lack of Commitment: Uncertain about the decisions they make, nat committed to what is decided.
4. Avoidance of Accountability: Avoidance of interpersonal discomfort stops people holding each other
accountable.
5. Inattention to Results: Seeking personaI goals and status at the ex p enses of tea m s uccess.
Teams that deal successfully with these five dysfunctions can become high performing, cohesive teams
that:
• Are able to admit mistakes, take risks by giving feedback and willing to ask for help
• Tap into one another's skills and experiences
• Are focused on and deal well with the issues
• Avoid wasting time on the same old issues
• Da more in less time using fewer resources
• Deal with critical issues creatively
• Are aligned around common objectives
Purpose
Diagnose dysfunctional behavior of a team and make changes so the team becomes high performing.
Resources
Lencionir P. (2002). The five dysfunctions of a team: A leadership fable. San Francisco: Jossey-Bass
Instructions
1. Print out the worksheet for each member of the team.
2. Ask members of to think about the first dysfunction - absence of trust - and make notes about what
they observe and what strategies they would suggest for dealing with the situation.
3. Ask members to share their thinking, and record their ideas on a flip chart, or on a master electronic
version projected onto a large screen from a personal computer.
4. Discuss and make a short list of corrective actions.
5. Repeat steps 2-4 for all other dysfunctions.
interpreting the results/next steps
1. Publish a document listing the agreed rew practices as part of a "team charter'
2. Encourage all members to hold each other accountable far straying from the agreed practices.
3. Conduct further assessments from time-to-time, or when the group performance is less than
optimal.
5 Dysfunctions of a Team
Description
Many teams are unable tn perform well r having neither the courage, nor the discipline to overcame the
cause of politicking end dysfunctional behavior. In his book, Patrick Lencioni identifies five dysfunctions
of a team that are a b arrier to succes s.
1. Absence of Trust: Fearful af being open and vulnerable with others
2. Fear of Conflict: Can't get to discuss critical Issues; trying too hard to keep the peace.
3. Lack of Commitment: Uncertain about the decisions they make, nat committed to what is decided.
4. Avoidance of Accountability: Avoidance of interpersonal discomfort stops people holding each other
accountable.
5. Inattention to Results: Seeking personaI goals and status at the ex p enses of tea m s uccess.
Teams that deal successfully with these five dysfunctions can become high performing, cohesive teams
that:
• Are able to admit mistakes, take risks by giving feedback and willing to ask for help
• Tap into one another's skills and experiences
• Are focused on and deal well with the issues
• Avoid wasting time on the same old issues
• Da more in less time using fewer resources
• Deal with critical issues creatively
• Are aligned around common objectives
Purpose
Diagnose dysfunctional behavior of a team and make changes so the team becomes high performing.
Resources
Lencionir P. (2002). The five dysfunctions of a team: A leadership fable. San Francisco: Jossey-Bass
Instructions
1. Print out the worksheet for each member of the team.
2. Ask members of to think about the first dysfunction - absence of trust - and make notes about what
they observe and what strategies they would suggest for dealing with the situation.
3. Ask members to share their thinking, and record their ideas on a flip chart, or on a master electronic
version projected onto a large screen from a personal computer.
4. Discuss and make a short list of corrective actions.
5. Repeat steps 2-4 for all other dysfunctions.
interpreting the results/next steps
1. Publish a document listing the agreed rew practices as part of a "team charter'
2. Encourage all members to hold each other accountable far straying from the agreed practices.
3. Conduct further assessments from time-to-time, or when the group performance is less than
optimal.
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Subject
Organizational Behavior