5 Dysfunctions of a Team

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D A U5 Dysfunctions of a TeamDescriptionMany teams are unable tn perform wellrhaving neither the courage, nor the discipline to overcame thecause of politicking end dysfunctional behavior. In his book, Patrick Lencioni identifies five dysfunctionsof a team that are a barrier to success.1.Absence of Trust: Fearful af being open and vulnerable with others2.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 otheraccountable.5.Inattention to Results: Seeking personaI goals and status at the expenses of team success.Teams that deal successfully with these five dysfunctions can become high performing, cohesive teamsthat:•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 objectivesPurposeDiagnose dysfunctional behavior of a team and make changes so the team becomes high performing.ResourcesLencionirP. (2002). The five dysfunctions of a team: A leadership fable. San Francisco: Jossey-BassInstructions1.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 whatthey 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 electronicversion 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 steps1.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 thanoptimal.

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