The Five Dysfunctions of a Team

The power of teamwork is expressed in this book by the statement "If you could get all the people in the organisation rowing in the same direction, you could dominate any industry, in any market, against any competition, at any time."

The reality is that truly effective teamworking is rare, because teams are made up of inherently imperfect human beings. Yet it is possible to achieve, says Lencioni, through mastering a set of behaviours that are at once very simple but also hard to put into practice.

How functional is your team?

Lencioni suggests that there are some simple questions that will help to reveal where a team is not working as well as it could.

• Do team members openly and readily disclose their opinions?
• Are team meetings compelling and productive?
• Does the team come to decisions quickly and avoid getting bogged down by consensus?
• Do team members confront one another about their shortcomings?
• Do team members sacrifice their own interests for the good of the team?

What are the 5 dysfunctions?

1. Absence of Trust - This occurs when team members are reluctant to be vulnerable with one another and are unwilling to admit their mistakes, weaknesses or need for help. Without a certain comfort level among team members, a foundation of trust is impossible.
2. Fear of Conflict - Teams that are lacking on trust are incapable of engaging in unfiltered, passionate debate about key issues, causing situations where team conflict can easily turn into veiled discussions and back channel comments. In a work setting where team members do not openly air their opinions, poor decisions often result.
3. Lack of Commitment - Without conflict, it is difficult for team members to commit to decisions, thus creating an environment where ambiguity prevails. Lack of direction and commitment can make people disgruntled and frustrated.
4. Avoidance of Accountability - When teams don't commit to a clear plan of action, even the most focused and driven individuals hesitate to challenge others on actions and behaviors that are counterproductive to the overall good of the team.
5. Inattention to Results - Team members naturally tend to put their own needs (ego, career development, recognition, etc.) ahead of the collective goals of the team when individuals aren't held accountable. If a team has lost sight of the need for achievement, the business ultimately suffers.

How leaders can help to resolve team dysfunctions

1. Lead by example - be the first one to own up and create an environment where it's safe to be vulnerable. Building trust makes conflict possible.
2. Encourage debate - welcome questioning and disagreement rather than avoiding conflict. Help team members to learn and develop positive conflict resolution skills in the interest of finding the best way forward for the team.
3. Make sure everyone is heard - commitment is a function of clarity and buy-in, so the leader must encourage debate and facilitate commitment by reviewing all key decisions made at team meetings, making responsibility and deadlines clear.
4. Make it clear what is expected - ambiguity is the enemy of accountability, so the leader has to make clear what the team's standards are, what needs to get done, by whom and by when.
5. Keep the team's focus on results - the leader needs to make these clear for all to see, acknowledging and rewarding behaviours that contribute to the team's results.

"Coming together is a beginning. Keeping together is progress. Working together is success."